QUESTIONS
Question 1
What is the fundamental building block for all employment decisions?
- Job evaluation
- Job analysis
- Recruitment
- Workforce planning
Question 2
Which of the following is true about classical management theory?
- The political and economic global environments are considered when making organizational decisions.
- Classical management style is very adaptive to external threats.
- The organization is seen as a closed system, where focus is on internal processes.
- Managers are required to gather inputs from multiple sources.
Question 3
Which of the following is NOT a condition that must be met in workforce planning?
- Increase the amount of work so that more people can be hired.
- Create an inventory of the knowledge, skills, and abilities that are needed for each job.
- Predict staffing needs to plan for training, transfers, and promotions.
- Use evaluation procedures to provide feedback about the success or failure of the planning process.
Question 4
Steve is rejected for a job as a mechanical engineer by Company X at the initial screening. He goes to the competitor Company Y and is hired, and becomes a star employee. What is the cost to Company X called?
- Erroneous acceptance
- Recruitment error
- Selection ratio
- Erroneous rejection
Question 5
Jeremiah was unable to finish painting a house because of rain. He did not meet his promised deadline. This is an example of what concept?
- Intrinsic unreliability
- Extrinsic unreliability
- Individual dimensionality
- Changing task model
Question 6
What is meant by “criterion problem?”
- There are difficulties involved in the process of conceptualizing and measuring performance constructs that can be used for different purposes.
- It is difficult to predict who will be a good performer in an organization once he or she has been hired.
- Job performance can only be measured by a singular attribute.
- Performance measures are only developed to measure the positive attributes of performance and ignore workplace deviance.
Question 7
Leila is miserable in the workplace because she does not like her boss. She purposely avoids work and falsifies her timesheets. She takes extra long lunches, and says that she deserves the time away because her boss is so awful. This is an example of what concept?
- Ultimate criterion
- Changing subjects model
- Counterproductive behavior
- Utility
Question 8
What is a construct?
- A measurement device that is used for performance measurement
- Labels for behavioral regularities that underlie behavior sampled by a predictor
- A type of evidence that is used to help employers evaluate merit raises
- An objective measure of performance that evaluates minimum and maximum performance
Question 9
What is a purpose of a performance management system?
- It links employee activities with the organization’s mission and goals.
- It helps to establish objectives for training programs.
- It enables organizations to determine which employees are the strong and weak performers.
- All of the above.
Question 10
What is a fundamental requirement of a successful management system?
- It should include behaviors that are within and not within the control of the employee.
- The system should have general guidelines to allow for flexibility in evaluations.
- Organizations should do what they think is right, even if employees perceive the system to be unfair.
- The system should clearly differentiate between effective and ineffective performance.
Question 11
Which of the following is NOT a barrier in implementing a successful performance management system?
- The supervisor is put in the role of a judge, when it is more important for the supervisor to be a coach and a mentor.
- It is difficult to measure individual performance if workers perform harmoniously in teams.
- Accuracy in ratings is not seen as important as rewarding and motivating employees.
- Evaluating the output of individual when there are systematic problems within the organization may not be fair.
Question 12
Supervisor Johnson gives his favorite employee, Moira, top ratings in every area. Because Moira is very good at computer programming, Johnson assumes that she is good at all areas of the job. He does not rate all his employees in this way. This is an example of what concept?
- Halo effect
- Central tendency
- Leniency
- Severity
Question 13
Which of the following is an example of a subjective measure of performance?
- Quality customer service
- Number of absences from work
- Quantity of calls handled
- Number of days late
Question 14
Company X has an evaluation system where only the top 20% of the employees can receive a superior rating. Another 20% need to be put into the weak performing category. This is an example of what kind of rating system?
- Paired comparison
- Rank ordering
- Forced distribution
- Behavioral checklist
Question 15
A supervisor writes the following about her employee, “July 18, stabilizes neck of injured person preventing paralysis when person is moved.” This is an example of what concept?
- Essay
- Critical incident
- Graphic rating
- Behaviorally anchored rating
Question 16
A supervisor is provided a list of statements that are paired together. The supervisor must select which statement is most reflective of the employee. For example the supervisor is asked to choose between “provides an in-depth analysis of organizational performance metrics” or “describes organizational performance metrics and makes recommendations for improvement.” A score is then calculated based on the selection of the statements. This is an example of what concept?
- Critical incidents
- Graphic rating scale
- Behavioral checklist
- Forced-choice system
Question 17
What should supervisors do prior to giving feedback to employees after performance appraisal?
- Wait until after the performance appraisal to give any feedback to employees.
- Be self-reflective of own performance before evaluating others.
- Set performance goals with the employee prior to doing the appraisal review.
- Think about all the personality difficulties of the person and document them.
Question 18
What can a supervisor do during the evaluation to create a feedback process that leads to positive performance improvements?
- Focus on providing feedback, without getting input from the employee.
- Talk about the personality conflicts the person has had with others.
- Provide feedback about lack of motivation.
- Actively listen to employee’s point of view and reflect back what was said.
Question 19
What does the acronym SMART mean?
- Specific, measurable, achievable, results based, time specific
- Safe, meaningful, accountable, responsible, tight timeline
- Specific, meaningful, accommodating, realistic, time specific
- Serious, measurable, achievable, reflective, truthful
Question 20
Which of the following is true about the social aspects of a performance management system?
- Supervisors must be perceived to have little control in the rewards in order for trust to exist.
- There must be a collective trust of all stakeholders.
- The social exchange framework needs to be ignored to create a system of trust.
- Group dynamics will always lead to problems in evaluations of individuals.
ANSWERS
Question 1
What is the fundamental building block for all employment decisions?
- Job evaluation
- Job analysis
- Recruitment
- Workforce planning
Correct Answer: Job analysis
Question 2
Which of the following is true about classical management theory?
- The political and economic global environments are considered when making organizational decisions.
- Classical management style is very adaptive to external threats.
- The organization is seen as a closed system, where focus is on internal processes.
- Managers are required to gather inputs from multiple sources.
Correct Answer: The organization is seen as a closed system, where focus is on internal processes.
Question 3
Which of the following is NOT a condition that must be met in workforce planning?
- Increase the amount of work so that more people can be hired.
- Create an inventory of the knowledge, skills, and abilities that are needed for each job.
- Predict staffing needs to plan for training, transfers, and promotions.
- Use evaluation procedures to provide feedback about the success or failure of the planning process.
Correct Answer: ….
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