HRM - Chapter 10

Differences between performance feedback and performance appraisal include:

• Performance feedback is past, present, and future-oriented whereas performance appraisal is past-oriented.

• Performance feedback involves active participation whereas performance appraisal involves passive participation.

• With performance feedback, the role of the supervisor is to be a coach, motivator, and partner, whereas with performance appraisal, the supervisor is an authority figure.

• All of these are correct.

Based on the strategic choice in performance management systems model, strategic decisions for the overall system include:

• how the system will be used.

• who will conduct the evaluations

• what will be evaluated as part of the process.

• All of these are correct.

A manager gives a low performing direct report excellent ratings across all performance dimensions because he does not want to deal with the backlash from any direct report who is unhappy with his/her ratings. This is an example of which rating error in the performance appraisal process?

• Contrast error

• Halo error

• Severity bias

• Leniency bias

The bases for determining what to evaluate in a performance appraisal process include:

• traits

• behaviors

• results

• all of these are correct

In addition to traits, behaviors, and results, an additional basis for evaluating performance that is emerging is:

• competencies.

• attitudes.

• biometric data.

• physical abilities.

Forced ranking systems for performance appraisal are most compatible with organizations that possess:

• high pressure, results-driven cultures.

• an aggressive corporate growth strategy.

• centralized organizational structures.

• a low cost corporate strategy.

If an organization needs a performance appraisal system that is easy to design, use, and update to job requirements, it should use a(n):

• 360 degree feedback system.

• graphic rating scale.

• forced distribution system.

• behavior observation scale.

Strategies for improving a performance management system include:

• involving the manager in the design of the system.

• setting clear expectations for performance.

• holding managers accountable for the performance and development of their subordinates.

• All of these are correct.

The reasons why managers resist or ignore performance management include:

• the process being too complicated.

• possible legal challenges.

• lack of control over the process.

• All of these are correct.

In an objectives-based performance management system, employee motivation is enhanced because:

• huge incentives are linked to the achievement of goals under this system.

• they are given the opportunity to provide input regarding their responsibilities.

• extensive formal training is always provided to support achievement of the objectives.

• All of these are correct.