Chapter 8Performance management

A problem with performance appraisal is that:
1. it tends to be objective and consistent.
2. it identifies weaknesses of employees as well as strengths.
3. it tends to focus on short-term objectives rather than long-term learning.
4. it tends to be a bottom-up process.
All of the following are objectives of performance assessment except:
1. giving the supervisor the opportunity to show his or her superior how well the supervisor's employees are performing.
2. giving employees the opportunity to regularly discuss performance with their supervisors.
3. providing the supervisor with a means of identifying the strengths and weaknesses of an employee's performance.
4. providing a basis for salary recommendations.
Developmental purposes of performance assessment include all of the following except:
1. recognizing individual performance.
2. validating selection procedures.
3. improving communication.
4. identifying strengths and weaknesses.
All of the following are reasons why performance assessments can fail except:
1. managers lack information on an employee's actual performance.
2. there is too much employee input into the development of the assessment exercise.
3. performance standards are unclear.
4. managers lack adequate appraisal skills.
Impression management is:
1. the deliberate acquisition and presentation of a desired image.
2. manipulating the impression others gain about us.
3. ‘fine-tuning’ behaviour to meet expectations.
4. all of the above.
People who see little relationship between their own performance and success have:
1. an internal locus of control.
2. an external locus of control.
3. a feeling of empowerment.
4. a liking for strong management.
Employees are concerned with the fairness of the performance appraisal system because:
1. the process is central to many HRM decisions.
2. they always disagree with their ratings.
3. their input is what makes it fair.
4. a formal grievance process is required by law.
If a manager rates an employee higher than he or she deserves in order to look good as a manager in the eyes of his or her own superiors, this is an example of:
1. criterion deficiency.
2. organizational politics.
3. criterion contamination.
4. administrative appraisal purpose.
Conventionally, who is most likely to perform the function of assessing an employee's performance?
1. Someone from the HR department.
2. The employee's supervisor.
3. The employee.
4. Co-workers.
Self-assessments are best for:
1. administrative purposes.
2. developmental purposes.
3. promotional purposes.
4. regulatory purposes.