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WorksheetsUNIT 10 – Managing Employment Performance (CLO1 & CLO2)
Total questions: 59
Worksheet time: 30mins
Performance management focuses on:
Ensuring work aligns with expected standards
Selecting decorations for shared offices
Scheduling monthly office gatherings
Managing holiday gift preparations
A performance standard describes:
The temperature required in meeting rooms
The specific level of job behavior expected
The number of available parking spaces
The pattern for office carpets
A performance appraisal is:
A summary of company travel expenses
A calendar used for team planning
A formal evaluation of employee results
A checklist for office equipment
A rating scale is:
A plan for holiday celebrations
A document listing office visitors
A tool used to score job performance
A schedule for team-building events
Goal-setting in performance aims to:
Update yearly social event themes
Provide clear targets for employees
Rotate staff in random patterns
Adjust office lighting systems
The halo effect occurs when:
Managers plan staff recognition days
A single positive trait influences all ratings
Employees meet after-work events
Teams rearrange meeting spaces
The recency error appears when:
Managers rely only on old performance notes
Only recent work incidents affect evaluation
All yearly accomplishments are rated equally
Reviewers include external customer comments
Leniency error happens when:
Everyone receives overly generous ratings
Employees always clock in early
Managers reduce weekly reporting
Teams follow strict break schedules
A 360-degree feedback system collects:
Suggestions about new office furniture
Ratings from multiple internal stakeholders
Information only from HR assistants
Notes from external consultants exclusively
Documentation in performance management refers to:
Maintaining records of observable behaviors
Managing weekend shift preferences
Updating cafeteria seating charts
Planning internal branding posters
A performance improvement plan (PIP) is:
A structured outline for correcting deficiencies
A list of company travel destinations
A chart of yearly marketing costs
A request for more break time
Coaching in performance management aims to:
Track usage of office printers
Guide staff toward better performance
Design new staff uniforms
Assign holiday duties
A performance criterion refers to:
A measurement for judging work quality
A weekly cleaning rotation
A snack-ordering guideline
A team-outing attendance sheet
A critical incident is:
A tool used for scheduling supplies
A significant behavior affecting results
A plan for water dispenser placement
A monthly advertising newsletter
Calibration meetings help ensure:
Consistent ratings across evaluators
Standardized dessert options
Matching colors in office folders
Noise control during rehearsals
Performance feedback is meant to:
Rearrange office break areas
Clarify strengths and areas for improvement
Track lunch-hour attendance
Reduce daily communication
The appraisal cycle includes:
Tracking discounts on office purchases
Setting goals, reviewing progress, and rating results
Planning employee parties quarterly
Updating emergency contacts
A behavior-based appraisal focuses on:
Vacation preferences
The design of storage rooms
Observable actions during job tasks
Meeting room renovations
A results-based evaluation measures:
The amount of new office equipment
The number of weekly team meetings
The output employees achieve in the role
The location of shared workspaces
A job competency includes:
Personal entertainment choices
Preferred office background music
Knowledge or skills needed for job success
Staff attendance at social events
A supervisor reviewing uneven work quality should first:
Identify whether performance expectations were clear
Replace the employee with a temporary worker
Change the team structure without notice
Assign unrelated tasks to test flexibility
When an employee consistently misses deadlines, the manager should:
Reduce task explanations to save time
Explore the cause and discuss improvement steps
Transfer all tasks to another colleague
Ignore the pattern until the next appraisal
To ensure goals are effective, a manager should:
Write goals that are vague and broad
Provide targets unrelated to job duties
Set objectives that are specific and measurable
Shorten goals to a single unclear sentence
A supervisor noticing recent performance decline should:
Focus only on older achievements
Investigate whether recent changes affected the job
Rate the employee based on the best month
Avoid discussing any concerns
When giving feedback on errors, a manager should:
Describe the issue using clear job-related examples
Criticize the employee personally
Deliver comments only by written notes
Avoid mentioning specific impacts
A manager preparing for an appraisal meeting should:
Bring only positive comments
Use complete documentation of job behaviors
Request another manager to conduct the meeting
Reduce preparation to save
To avoid recency error, a supervisor must:
Consider the full period of performance data
Focus only on the last week of work
Rate based on the most recent project
Ignore long-term patterns and trends
If an employee exceeds expectations in one task but not others, managers should:
Let the strong performance define the whole rating
Apply the halo effect intentionally
Evaluate each duty based on its own criteria
Ignore documented performance differences
Before issuing a PIP, HR should:
Verify whether expectations and support were provided
Send the employee to a different department
Reduce tasks without explanation
Assign new unrelated responsibilities
To prevent bias in evaluations, managers should:
Compare employees directly with each other
Use standards that are consistent and job-related
Rate based on personal preferences
Avoid referencing documented incidents
When an employee misunderstands job expectations, the manager should:
Clarify duties and provide examples
Assume the employee will correct themselves
Remove tasks until further notice
Ignore the misunderstanding completely
Coaching is most effective when the supervisor:
Gives unclear advice about improvement
Uses long lectures instead of discussion
Involves the employee in creating solutions
Avoids asking for employee input
A fair performance appraisal requires:
Avoiding evidence and relying on memory
Collecting relevant facts before rating
Changing standards for each employee
Evaluating based on unrelated behaviors
If two evaluators give inconsistent ratings, HR should:
Review standards together to align interpretations
Choose the higher score automatically
Keep the inconsistency without checking
Allow each manager to use different rules
When giving corrective feedback, supervisors should:
Focus on behaviors that can be improved
Discuss only personal opinions
Highlight unrelated team issues
Deliver criticism without explanation
Employees struggling with skill tasks may need:
Reduced communication from their supervisor
Additional coaching and guided practice
Tasks unrelated to their development
A lower rating without discussion
Using multiple sources of feedback helps:
Increase the risk of halo error
Provide a more balanced performance picture
Reduce the fairness of evaluation
Limit perspectives from the team
When an employee disputes an evaluation, managers should:
Refuse to discuss the rating
Review documentation together for clarity
Delete performance records to avoid conflict
Rate the employee higher to end the discussion
A performance issue caused by unclear training should lead managers to:
Provide additional instruction or resources
Assign unrelated duties instead
Delay support until the next cycle
Replace the employee immediately
To maintain fairness, supervisors should:
Apply rating standards equally to all roles
Change criteria depending on personal feelings
Rate employees based on peer popularity
Avoid using consistent evaluation methods
When coaching an underperforming employee, a supervisor should:
Ask questions to identify the cause of performance issues
Provide criticism without context
Assign unrelated tasks to test flexibility
Document the issue but avoid discussion
An effective improvement discussion should:
Involve agreeing on clear next steps with timelines
Avoid mentioning the impact of poor behavior
Use general statements without examples
Focus on unrelated team issues
When documenting performance concerns, HR should:
Record specific facts rather than assumptions
Exclude dates and times to simplify
Write comments based on personal feelings
Store notes informally without structure
When an employee becomes defensive during feedback, supervisors should:
Keep a calm tone and redirect to job behaviors
Raise their voice to maintain authority
End the meeting immediately
Ignore the employee’s reactions completely
To correct bias during evaluations, managers must:
Compare ratings with job standards, not personalities
Use memory instead of notes
Score employees based on friendships
Avoid feedback from multiple sources
An HR manager conducting a PIP review should:
Check whether the employee completed required steps
Cancel follow-ups to reduce workload
Avoid measuring improvement progress
Replace the employee immediately
To encourage accountability, supervisors should:
Have employees restate expectations in their own words
Provide directions only through long emails
Assign tasks without confirming understanding
Skip clarifying questions to save time
When conflict arises during performance discussions, HR should:
Facilitate a balanced conversation between both sides
Support only one perspective
Postpone the meeting indefinitely
Remove all documentation from the file
A supervisor helping an employee improve must:
Offer guidance that aligns with job requirements
Use vague comments about general behavior
Provide feedback unrelated to job duties
Criticize personality traits
A well-written performance standard helps reduce ambiguity in evaluations.
True
False
The halo effect happens when one negative trait affects the entire rating.
True
False
Documentation of performance events supports fairness and legal compliance.
True
False
Recency error occurs when managers consider the entire appraisal period equally.
True
False
Coaching conversations focus on improving specific job behaviors.
True
False
A PIP is used only to reward high-performing employees.
True
False
Clear goals help employees understand how to succeed in their roles.
True
False
Evaluations should rely solely on personal impressions instead of evidence.
True
False
Performance issues caused by lack of training may require additional support.
True
False
Rating errors decrease when managers use consistent standards for all staff.
True
False
