Beruflich Dokumente
Kultur Dokumente
True/False Questions
6.1 The basic components that appraisal forms should contain are employee
information; accountabilities, objectives, and standards; competencies and
indicators; major achievements and contributions; developmental achievements;
developmental needs; plans and goals; stakeholder input; employee comments;
and signatures.
(Suggested points: 2, [6.1])
6.2 Only forms adopting a results-oriented approach need the following features:
simplicity, relevancy, descriptiveness, adaptability, comprehensiveness, clarity,
communication, and time orientation.
(Suggested points: 2, [6.2])
6.4 Yearly performance appraisal meetings falling on the anniversary date of the
employee’s hire date are the ideal method of communicating performance
expectations to the employee.
(Suggested points: 2, [6.5])
6.5 During the formal performance review meeting the employee’s performance is
discussed from the employee and supervisor’s perspective.
(Suggested points: 2, [6.5])
6.8 Self-appraisals should not be used as the only source of performance data because
they may be more lenient and biased than other ratings.
(Suggested points: 2, [6.6])
6.9 Ratings gathered from different sources in the organization will mostly be similar
given that they are all rating the same employee.
(Suggested points: 2, [6.7])
6.10 Regardless of who rates performance, the rater is likely to be affected by biases
that could distort the resulting ratings.
6.11 The two main reasons that open-ended (i.e., comments) sections are typically not
used effectively are that (1) it is not easy to systematically categorize and analyze
such comments and that (2) quality, length, and content may vary.
(Suggested points: 2, [6.3])
6.12 Peers are in the best position to evaluate performance in relation to strategic
organizational goals.
(Suggested points: 2, [6.6])
Multiple-Choice Questions
6.13 The basic component that requires forms to contain job title, division, pay grade
or salary, and evaluation period is referred to as:
A.Accountabilities, objectives, and standards
B.Competencies and indicators
C.Basic employee information
D.Major achievements and contributions
(Suggested points: 2, [6.1])
6.14 The basic component that requires forms to contain definitions of the various
knowledge, skills, and abilities to be assessed together with their observable
behaviors is referred to as:
A. Accountabilities, objectives, and standards
B. Competencies and indicators
C. Basic employee information
D. Major achievements and contributions
b
(Suggested points: 2, [6.1])
6.15 The feature that recommends that a form specify expectations about past and
future performance is referred to as:
A. Clarity
B. Comprehensiveness
C. Time orientation
D. Descriptiveness
c
(Suggested points: 2, [6.2])
6.16 ________________ is the feature of forms that ensures that raters provide
evidence of performance regardless of the level of performance.
A. Clarity
B. Comprehensiveness
C. Time orientation
D. Descriptiveness
6.18 The following are tools for addressing the challenges of open-ended (i.e.,
comments) sections, EXCEPT:
A. Computer-aided text analysis (CATA) software
B. Establish the goals of the information provided
C. Training in systematic and standardized rating skills
D. Add weighted scores to obtain overall score
(Suggested points: 2, [6.3])
6.19 The __________ meeting is a time to discuss how the system works and where
the responsibility of the employee and the supervisor are outlined.
A. system inauguration
B. self-appraisal
C. development plan
D. objective setting
(Suggested points: 2, [6.5])
6.22 Suggestions to improve the quality of self-appraisals include all of the following,
EXCEPT:
6.26 Training programs that explain the reasons for implementing performance
management systems; how to observe, record, and measure performance; and how
to use the appraisal form should ________________.
A. decrease intentional rating errors
B. decrease unintentional rating errors
C. A and B
D. none of the above
(Suggested points: 2, [6.9])
D. Positive
(Suggested points: 2, [6.9])
6.28 Which of the following are among the major components of an appraisal form?
A. Pay scale
E.Names of feedback suppliers
F.Developmental achievements
G.None of these
(Suggested points: 2, [6.1])
6.29 What are the two main strategies to obtain an overall performance score for an
employee?
A.Judgmental and mechanical
H.Judgmental and objective
I.Subjective and objective
J.Mechanical and industrial
(Suggested points: 2, [6.3])
6.31 Which of the following are included in the six possible formal meetings between
a subordinate and a supervisor in a performance management system?
A.Self-appraisal and debate session
N.Debate session and performance review
O.Customer satisfaction review and merit/salary review
P.Merit/salary review and classical performance review
(Suggested points: 2, [6.5])
6.32 The meeting during which the employee’s performance is discussed, including
both the perspective of the supervisor and the employee, is called a
____________.
A.developmental plan
Q.self-appraisal
R.classical performance review
S.system inauguration
(Suggested points: 2, [6.5])
T. Peers
U.Subordinates
V.All of these
(Suggested points: 2, [6.6])
Essay-Type Questions
6.38 Based on the following job description and list of competencies for a software
sales position, please create a performance appraisal form that contains the basic
components (Table 6.1) as well as the desirable features of a performance
appraisal form (Table 6.2).
Competencies:
Project Management: organizes and plans projects, completes in timely
fashion, and performs at a high quality level
Sales Performance: total sales meet company standards, and
demonstrates aggressive but ethical sales practice
New Clients: makes in-roads into school districts, schedules
presentations to prospective clients, and closes contracts
Client Relationships: maintains effective client relationships, able to
upgrade and deliver new services to clients, and receives praise from
clients
Technical Expertise: understands software packages, able to teach
clients how to best use software, and can troubleshoot with clients
(Suggested points: 10, [6.2])
6.39 Using the form you designed in question 6.38, complete the form and come up
with an overall rating of performance with a hypothetical employee in mind.
Next, using the weights below, recalculate an overall performance score.
Discuss the implications of using both methods for employee and organizational
performance.
Actual Accomplishments .3
Project Management .1
Sales Performance .2
New Clients .1
Client Relationships .2
Technical Expertise .1
(Suggested points: 10, [6.3])
6.40 Using the job description and appraisal form used in the previous two questions,
discuss who should rate the performance of this employee (e.g., supervisor, peers,
and/or customers)? Discuss why you chose each rater and how conflicts between
ratings will be resolved.
(Suggested points: 5, .5[6.6], .5[6.7])
6.42 Describe the judgmental strategy for obtaining an overall performance score.
(Suggested points: 2, [6.3])
6.43 Describe the mechanical strategy for obtaining an overall performance score.
(Suggested points: 2, [6.3])
6.44 In which strategy is a supervisor most likely to introduce his/her own bias and
why?
(Suggested points: 2, [6.3])
6.45 Describe the challenges associated with including an open-ended (i.e., comments)
section in performance appraisal forms.
(Suggested points: 2, [6.3])
6.46 What are the advantages and disadvantages of completing performance reviews
on or around an employee’s anniversary date?
(Suggested points: 2, [6.4])
6.47 What are the advantages and disadvantages of completing performance reviews
on or around the end of the fiscal year?
(Suggested points: 2, [6.4])
6.50 What are the advantages and disadvantages of using customers as a source of
performance information?
(Suggested points: 2, [6.6])
6.51 Provide suggestions of what can be done to improve the quality of self-appraisals.
(Suggested points: 2, [6.6])
6.57 What are the advantages and disadvantages of using supervisors as raters?
(Suggested points: 2, [6.6])
6.58 What are the advantages and disadvantages of using peers as raters?
(Suggested points: 2, [6.6])
6.59 When the performance management system uses different sources for ratings,
what expectations and actions should be included in the process?
(Suggested points: 3, [6.7])
Answers
6.1 T
6.2 F: All performance appraisal forms need those features.
6.3 F: This is the judgmental method of computing overall performance.
6.4 F: More frequent communication with employees is desirable, and having
appraisal meetings on the anniversary date makes it hard to allocate rewards
and bonuses.
6.5 T
6.6 F: The appraisal meetings can be combined as needed or held separately.
6.7 F: Depending on the performance areas being rated, peers, subordinates, or
customers may be better suited to rate performance.
6.8 T
6.9 F: Ratings from different sources are likely to be different given that different
stakeholders are likely to interact with the employee in very different
capacities.
6.10 T
6.11 T
6.12 F: Supervisors are in the best position to evaluate performance in relation to
strategic organizational goals.
6.13 C
6.14 B
6.15 C
6.16 D
6.17 B
6.18 D
6.19 A
6.20 C
6.21 D
6.22 D
6.23 C
6.24 A
6.25 C
6.26 C
6.27 B
6.28 C
6.29 A
6.30 B
6.31 D
6.32 C
6.33 D
6.34 D
6.35 B
6.36 C
6.37 B
6.38 Note: This form includes possible information for the overall rating provided
to the hypothetical employee in question 6.39. Note that the respondent may
provide very different information and ratings, which are acceptable as long as
the information provided is consistent with the ratings.
3. List the areas where the employee developed, such that they will be
able to take on additional responsibilities or be eligible for high-profile
assignments:
Sally made significant strides developing new relationships within inner city
school districts and she will receive three more new inner city school
districts as a result of her accomplishments.
Sally must raise her sales figures in the upcoming quarter. She must also
improve her technical expertise and her ability to tailor her sales
presentations to her clients.
She will enroll in and successfully complete the “Closing Sales Part II”
training course by the end of the first month in the quarter. She will also
follow a more experienced salesperson on two sales calls during the first
two weeks of the second month in the quarter. She will improve her sales
figures in two of her five current districts by the end of the quarter.
Please circle the number below that best describes the employee’s
performance in the following areas. (Please see attached job description for
definitions of the following competencies and behavioral indicators that signal
the presence of the following competencies):
Needs
Competencies & Indicators Acceptable Excellent
Improvement
Project Management: meets project
deadlines, keeps stakeholders up-to-
date on developments, holds
organized project meetings 1 2 3
Sales Performance: clients comment
positively on performance, organizes
sales material, demonstrates good
persuasion skills, tailors
presentations to clients 1 2 3
New Clients: seeks out new clients,
attends conferences to build
relationships, closes new contracts 1 2 3
Client Relationships: receives high
customer service ratings, gives
excellent customer service, upgrades
services to clients as needed, clients
ask for by name 1 2 3
Technical Expertise: answers 1 2 3
questions about software,
6.39 Please see the ratings in question 6.38 for the judgmental method of computing an
overall score. (Note that the respondent may provide very different information
and ratings, which are acceptable as long as the information provided is consistent
with the ratings.) Based on some of the performance elements being rated
between 1 and 3, we gave Sally an overall rating of a 2 (instead of the average of
1.6). See the table below for the overall score calculated using the mechanical
procedure. (This rating came up even lower, at 1.4.) Using this method ensures
that the rater’s personal biases are controlled and that the elements that are most
important to organizational success are given the most weight.
6.40 Based on the nature of this sales job, we recommend that peers, clients, and the
immediate supervisor all rate performance. The supervisor is qualified to rate
actual accomplishments versus expected accomplishments, new clients, and
technical expertise. The supervisor is suited to rate these areas because he will be
privy to sales information for each subordinate. Furthermore, the supervisor will
know the number of new clients that the individual has contacted and the
technical expertise based on direct evaluation of performance as well as customer
feedback. The customer is best suited to rate performance regarding sales
performance and client relationships, because the client is the individual
witnessing the performance and interacting in the relationships. Peers are best
suited to rate technical expertise and project management, because they will know
how well peers know the software based on the classes that they take together,
and they will know project management because they are the individuals who the
salesperson will be managing. If ratings come into dispute, the supervisor’s rating
will carry more weight over peers and an average of customer and supervisor
ratings will be used in the event they are in disagreement.
o Time orientation
6.42 The judgmental strategy for obtaining an overall performance score requires
consideration of every aspect of performance and then arriving at a defensible
summary.
6.43 The mechanical strategy for obtaining an overall performance score requires
consideration of the scores assigned to each section of the appraisal form and then
adding them up to obtain an overall score.
6.44 A supervisor is most likely to introduce bias in the judgmental strategy because, in
this strategy, there are no clear rules regarding the relative importance of various
performance dimensions, and there is no direction as to how to combine scores for
these dimensions into an overall score.
6.49 Peer evaluations may cause problems because such evaluations may not be
readily accepted when employees believe that there is friendship bias; peers are
less discriminating among performance dimensions as compared to supervisors;
peers are often not given the same training supervisors receive regarding
appropriate evaluation of performance.
6.52 The motivation to provide accurate ratings is determined by whether the rater
expects positive and negative consequences of accurate ratings and whether the
probability of receiving these rewards and punishments will be high if accurate
ratings are provided.
6.53 The motivation to distort ratings is determined by whether the rater expects any
positive and negative consequences of rating distortions and the probability of
experiencing such consequences if ratings are indeed distorted.
6.57 The advantages and disadvantages of using supervisors as raters are as follows:
Advantages: Supervisors are in the best position to evaluate performance versus
the organization’s strategic goals; supervisors can make decisions about rewards;
and supervisors are able to differentiate among performance dimensions.
Disadvantages: Supervisors may not be able to directly observe performance and
their evaluations may be biased.
6.59 When the performance management system uses different sources for ratings,
disagreement should be expected. It is important to ensure that employees take an
active role in selecting which sources will rate which dimensions and that the
employees receive feedback by source (i.e., customers said this about your
performance). In addition, different weights should be assigned to scores by
source, depending on their importance