HRM Ch 10 – Flashcards

An effective performance management system must have all the following characteristics EXCEPT a. it must link organizational strategy to ultimate results. b. it must allow individual employees flexibility in how they will achieve ultimate results. c. it must translate organizational strategies into unit-level actions. d. it must assign unit-level actions to individual employees.

Which of the following statements is TRUE? a. If ethical behavior were evaluated in a performance appraisal system and rewarded, employees would sometimes be rewarded for causing immediate or long-term financial losses to the organization. b. Performance appraisal systems are most effective when the behaviors evaluated are objectively measurable or observable. This is the main reason why most performance appraisal systems do not incorporate specific evaluations of the ethical aspect of employee performance. c. An organization's ethical culture is independent of its performance management system. d. A performance-driven organization culture, especially one using management-by-objective performance appraisal, is incompatible with strict ethical standards for employee behavior.

____ is the process of determining how well employees do their jobs relative to a standard and communicating that information to the employee. a. Employee development b. Performance management c. Process improvement d. Performance appraisal

Ultimately, performance management links organizational strategy to organizational a. culture. b. goal setting. c. rewards. d. results.

In order to translate organizational strategies in to employee behaviors that support these strategies, performance management systems use a variety of techniques at the individual employee level. These techniques include all of the following EXCEPT a. informing the employee of the expected performance levels. b. rewarding the individual employee based on his/her performance. c. ensuring that the individual employee is satisfied with his/her performance appraisal. d. providing feedback on individual employee performance.

In comparison to some Asian countries such as China and Japan, U.S. a. managers are brutally honest in communicating negative information to employees in performance appraisals. b. performance appraisal systems over-emphasize traits rather than behaviors. c. performance appraisal systems are based on fewer sources of information. d. managers tend to be so tactful in communicating performance decrements to employees that employees often do not know where they stand.

Which of the following statements is TRUE regarding performance management in a global setting? a. Because human psychology is the same worldwide, a well-designed performance management system will work in any cultural setting. b. Business organizations in every culture include some type of formal performance feedback for employees. c. U.S.-style performance management systems are becoming more widely used overseas because of their effectiveness in increasing employee performance. d. U.S. companies may need to eliminate their performance management processes in certain countries.

Research has shown that performance-driven organizational cultures a. are based on eliminating differentiations among employees and commitment to equality of rewards for employees. b. is typically welcomed by employees when it is instituted in a formerly entitlement-based organizational culture. c. require behavior-based performance measures. d. tend to have significantly higher financial results compared with other types of organizational cultures.

Which of the following statements is TRUE? a. Pay-for-performance systems do not work well for CEOs because most CEO performance is not objectively measurable. b. Performance-based pay systems for CEOs typically build in penalties for unethical behavior. c. Performance-based pay systems for CEOs are a key factor in an organization's development of a performance-driven culture. d. Pay-for-performance systems do not work well for CEOs because organizational performance is strongly affected by economic factors beyond the CEO's control

At SafeGreen, Inc., there is little variation in pay among employees within the existing job categories. Raises are essentially the same for average and excellent performers. Although performance appraisals are performed regularly, everyone views the process as paper-shuffling. The from the point of view of its performance appraisal system, the culture of SafeGreen, Inc., can best be described as a. entitlement-based. b. bureaucratic. c. performance-driven. d. equity-driven.