How Much Do You Know About Performance Management And Appraisal? In an organization setting, every employee has a set of activities they are expected to carry out so as to ensure that the business meets its goals. In this quiz, as a manager, you will test your abilities to measure employee’s performance and see if they are working as should. See moreGive it a shot!
Specific, measurable, attainable, relevant, and timely
Straightforward, meaningful, accessible, real, and tested
Strategic, moderate, achievable, relevant, and timely
Supportive, meaningful, attainable, real, and timely
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Peers
Competitors
Subordinates
Rating committees
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360-degree feedback
Team appraisals
Upward feedback
Rating committee
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Creating specific goals
Assigning measurable goals
Administering consequences for failure to meet goals
Encouraging employees to participate in setting goals
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Habit creation
Goal alignment
Ongoing feedback
Direction sharing
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Supplemental evaluation
Upward feedback
Paired evaluation
Peer evaluation
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Customers
Rating committees
Top management
Immediate supervisor
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Ratings are reliable but invalid.
Ratings are subject to halo effects
Ratings are higher than when provided by supervisors
Ratings are about the same as when determined by peers.
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Performance management
Paired comparison
Alternation ranking
Direction sharing
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Bias
Halo affect
Central tendency
Unclear standards
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Digital dashboard device
Electronic performance monitoring system
Web-based management oversight device
Electronic performance support system
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Firms are protected against biased appraisals.
Managers get defensive.
Managers improve their performance.
Managers seek to find out who gave them bad ratings.
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Behaviorally anchored rating scale
Constant sums rating scale
Alternation ranking
Forced distribution
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Central tendency
Leniency
Strictness
Halo effect
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Employee's direct supervisor
Company appraiser
Human resources manager
Employee's subordinates
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Giving feedback
Setting work standards
Making plans to provide training
Assessing the employee's performance
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2-3
4-5
6-8
9-10
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Chart of paired subordinates ranked in order of performance
Combination of narrative critical incidents and quantified performance scales
Diary of positive and negative examples of a subordinate's work performance
List of subordinates from highest to lowest based on specific performance traits
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Correcting any work-related deficiencies
Creating an organizational strategy map
Determining appropriate salary and bonuses
Making decisions about promotions
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Graphic rating scale
Critical incident method
Alternation ranking method
Electronic performance monitoring
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Halo effect
Stereotyping
Central tendency
Leniency
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Ask open-ended questions
Give specific examples of poor performance
Write up an action plan with goals and dates
Compare the person's performance to that of other employees
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Limit negative feedback to once every year
Provide specific examples of critical incidents
Acknowledge the supervisor's personal biases in the situation
Hold the meeting with other people who can document the situation
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Identify the standards by which the employee is judged
Provide examples of employees who met the standards
Provide examples of times when the employee met the standards
Be written by a labor law attorney in accordance with federal guidelines
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Apply for managerial positions
Remove any performance deficiencies
Revise their performance standards
Enroll in work-related training programs
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Graphic ranking scale
Alternation ranking
Paired comparison
Forced distribution
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Difficult to implement
Harm to employee morale
High costs of administration
Time consuming to administer
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Behaviorally anchored rating scale
Management by objective
Mixed standard scales
Forced distribution
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Merging examples with performance ratings
Helping managers maintain computerized notes
Combining different performance appraisal tools
Enabling managers to monitor employees' computers
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Training supervisors in the rating process
Identifying potential interpersonal problems
Making plans to correct employee weaknesses
Discussing and scheduling training programs
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Unclear standards
Halo effects
Leniency
Biased
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Central tendency
Leniency
Strictness
Halo effect
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Eliminates central tendency errors
Offers extremely high rate of accuracy
Provides quantitative rating for each employee
Links with mutually agreed upon performance objectives
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Explaining how subordinates can improve their performance
Basing the appraisal on observable job behaviors
Using subjective performance data for appraisals
Training supervisors how to conduct appraisals
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Suzanne wants to provide her subordinates with specific examples of their good and poor job performance during the appraisal interview.
Suzanne encourages her subordinates to review and make comments about their appraisal during a formal appeals process.
Wilson Consulting recently installed an electronic performance monitoring system to help supervisors conduct appraisals.
Suzanne provides her subordinates with upward feedback as a way to illustrate the ratings she assigns to each employee.
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Alternation ranking
Graphic rating scale
Forced distribution
Constant sum rating scale
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Strategic management
Performance analysis
Performance appraisal
Performance management
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Conducting appraisals of employees
Monitoring the appraisal system's effectiveness
Providing performance appraisal training to supervisors
Ensuring the appraisal system's compliance with EEO laws
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SMART goals
Organizational development
Defining the job
Forced distribution
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Alternation ranking
Paired comparison
Critical incident
Graphic rating
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Behaviorally anchored rating scale
Forced distribution
Alternation ranking
Paired comparison
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Improving validity
Reducing rating errors
Clarifying performance standards
Illustrating feedback for subordinates
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Computerized performance appraisal system
Online management assessment center
Digitized high-performance work center
Electronic performance monitoring system
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Central tendency
Leniency
Halo effect
Recency effect
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The firm wants Suzanne to evaluate her subordinates on an ongoing basis and to keep a log of critical incidents
Suzanne wants to ensure that the firm is protected from employee discrimination lawsuits, so she has conducted a job analysis of each position.
Suzanne wants a quantitative rating of each employee based on competencies important to the firm, such as problem-solving skills.
Employees in Suzanne's department participated in developing their own performance standards when they were first hired by the firm.
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Recency effect
Halo effect
Central tendency
Stereotyping
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Purpose of the appraisal
Location and time of the appraisal
Personal characteristics of the subordinate
Relationship between supervisor and subordinate
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Basing appraisals on subjective supervisory observations
Administering and scoring appraisals in a standardized fashion
Using job performance dimensions that are too clearly defined
Assigning specific trait names when using graphic rating scales
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Quiz Review Timeline (Updated): Mar 20, 2023 +
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