Performance Management

Performance management is best described as:

• An annual event.

• A continuous process.

• A tool for disciplinary action.

• Only for high-performing employees.

The "SMART" criteria for goal setting stands for:

• Simple, Manageable, Attainable, Realistic, Timely.

• Specific, Measurable, Achievable, Relevant, Time-bound.

• Significant, Measurable, Actionable, Realistic, Time-bound.

• Strategic, Measurable, Attainable, Relevant, Time-bound.

A key element of effective performance management is:

• Avoiding feedback.

• Regular communication.

• Focusing solely on results.

• Ignoring employee input.

"Intrinsic rewards" refer to:

• Monetary bonuses.

• Internal satisfaction from work.

• Company benefits.

• Promotions.

In Work Methods Analysis, "E" represents:

• Ability.

• Motivation.

• Work environment.

• Extrinsic rewards.

A common complaint about performance management is:

• Too much employee involvement.

• Lack of alignment with business goals.

• Excessive focus on development.

• Too many rewards.

Performance management aimed at "driving results" focuses on:

• Employee well-being.

• Goal alignment.

• Training programs.

• Positive work culture.

A system focused on "building capability" emphasizes:

• Strict evaluations.

• Continuous learning.

• Immediate rewards.

• Limited feedback.

The "Halo effect" in performance appraisal is:

• Focusing on recent performance.

• Generalizing a positive trait.

• Favoring similar employees.

• Using only low ratings.

The "Horn effect" is the opposite of:

• The recency effect.

• The halo effect.

• Leniency bias.

• Strictness bias.