PERFORMANCE APPRAISAL

What is the three-step performance appraisal process?

• Setting work standards, conducting interviews, and providing feedback

• Assessing the employee's actual performance, providing feedback, and setting work standards

• Setting work standards, assessing the employee's actual performance, and providing feedback

• Conducting interviews, assessing the employee's actual performance, and setting work standards

What is the main purpose of performance appraisals?

• To provide feedback to the employee

• To determine employee's salary

• To evaluate an employee's current and/or past performance

• To identify training needs

What is the halo effect in performance appraisals?

• Letting what the employee has done recently blind you to their overall performance

• Rating all employees average

• Rating all employees high or low

• The influence of a rater's general impression on ratings of specific ratee qualities

What is the purpose of using 360-degree feedback in performance appraisals?

• To collect performance information from supervisors, subordinates, peers, and internal or external customers

• To obtain employees' self-ratings

• To have subordinates rate their managers

• To cancel out problems such as bias on the part of individual raters

What is the easiest interview in the appraisal results?

• Unsatisfactory and uncorrectable

• Satisfactory—not promotable

• Unsatisfactory but correctable

• Satisfactory—promotable

How to handle the appraisal interview?

• Talk in terms of objective work data, don't get personal, discourage the person to talk, get agreement

• Talk in terms of objective work data, don't get personal, encourage the person to talk, get agreement

• Get personal, don't encourage the person to talk, talk in general terms, don't get agreement

• Talk in terms of objective work data, get personal, don't encourage the person to talk, get agreement

How would you handle a defensive employee?

• Listen to what the person is saying, ask open-ended questions, use a command such as 'go on', restating the person's last point as a statement

• Don't listen to what the person is saying, don't ask open-ended questions, don't use a command such as 'go on', don't restating the person's last point as a question

• Listen to what the person is saying, ask open-ended questions, use a command such as 'go on', restating the person's last point as a question

• Listen to what the person is saying, ask closed-ended questions, use a command such as 'stop', restating the person's last point as a statement

What is the best way to criticize a subordinate/colleague?

• Get personal, discourage the person to talk, don't get agreement

• Talk in terms of objective work data, encourage the person to talk, get agreement

• Don't talk in terms of objective work data, don't encourage the person to talk, don't get agreement

• Talk in general terms, don't encourage the person to talk, get agreement

What is the purpose of using peer appraisals?

• To obtain feedback from one's peers, who see aspects of the person that the boss may never see

• To cancel out problems such as bias on the part of individual raters

• To collect performance information from supervisors, subordinates, peers, and internal or external customers

• To have subordinates rate their managers

What is the purpose of using rating committees in performance appraisals?

• To have subordinates rate their managers

• To obtain feedback from one's peers, who see aspects of the person that the boss may never see

• To cancel out problems such as bias on the part of individual raters

• To collect performance information from supervisors, subordinates, peers, and internal or external customers