CHAPTER VIII: MONITORING & MANAGING PERFORMANCE Flashcards Preview

HUMAN RESOURCE MANAGEMENT > CHAPTER VIII: MONITORING & MANAGING PERFORMANCE > Flashcards

Flashcards in CHAPTER VIII: MONITORING & MANAGING PERFORMANCE Deck (39)
Loading flashcards...
1

It is the process whereby an individual's performance is reviewed against previously agreed goals, and whereby new goals are agreed which will develop the individual and improve performance over the forthcoming review period.

a. benchmarking
b. Performance appraisal
c. overall assessment
d. grading

B

2

It is the 'establishment, through data gathering, of targets and comparators, that permit relative levels of performance (and particularly areas of under performance) to be identified.

a. benchmarking
b. Performance appraisal
c. overall assessment
d. grading

A

3

It is generally undertaken in order to improve corporate rather than individual performance. it may be seen as related to performance management since it involves much similar activity.

a. benchmarking
b. Performance appraisal
c. overall assessment
d. grading

A

4

The manager writes in narrative form his or her judgements about the appraisee. There will be no guaranteed consistency of the criteria and areas of assessment, and managers may not be able to convey clear, effective judgements in writing.

A. Guided assessment
B. Grading
C. Overall assessment
D. Behavioural incident methods

C

5

Assessors are required to comment on a number of specified characteristics and performance elements, with guidelines as to how terms such as 'application', 'integrity' and 'adaptability' are to be interpreted in the work context. This is a more precise, but still rather vague method.

A. Guided assessment
B. Grading
C. Overall assessment
D. Behavioural incident methods

A

6

comparative frame of reference to the general guidelines, whereby managers are asked to select one of a number of defined levels or degrees to which an individual displays a given characteristic.

A. Guided assessment
B. Grading
C. Overall assessment
D. Behavioural incident methods

B

7

These concentrate on employee behaviour, which is measured against typical behaviour in each job, as defined by common 'critical incidents' of successful and unsuccessful job behaviour reported by managers.

A. Guided assessment
B. Grading
C. Overall assessment
D. Behavioural incident methods

D

8

It sets out to review performance against specific targets and standards of performance, which are agreed in advance by a manager and subordinate together.

A. Guided assessment
B. Results-orientated schemes
C. Overall assessment
D. Behavioural incident methods

B

9

Which of the following is NOT a source of performance feedback

a. self appraisal
b. upwards appraisal
c. peer appraisal
d. customer appraisal

D

(Sources of performance feedback)
1. self appraisal
2. peer appraisal
3. upwards appraisal
4. 360 degree feedback

10

It allows individuals to carry out a self-evaluation as a major input to the appraisal process.

a. self appraisal
b. upwards appraisal
c. peer appraisal
d. customer appraisal

A

11

This is a notable modern trend, adopted in the UK by companies such as BP and British Airways, whereby the subordinates/team appraise their manager/leader.

a. self appraisal
b. upwards appraisal
c. peer appraisal
d. customer appraisal

B

12

In some companies, part of the appraisal process may take the form of feedback from internal or external.

a. self appraisal
b. upwards appraisal
c. peer appraisal
d. customer appraisal

D

13

It is also known as 'multi-rater instruments' and 'multi-source assessment' is the most radical recognition of multiple stakeholders in an individual's performance

a. 360 Degree feedback
b. upwards appraisal
c. peer appraisal
d. customer appraisal

A

14

There are basically three ways of approaching appraisal interviews (Maier, 1958) EXCEPT

A. tell and sell method
B. follow up
C. tell and listen method
D. problem-solving approach

B

( APPRAISAL INTERVIEW)

1. tell and sell method
2. tell and listen method
3. problem-solving approach

15

This requires unusual human relations skills, in order to convey feedback in a constructive manner, and to motivate behavioural change.

A. tell and sell method
B. follow up
C. tell and listen method
D. problem-solving approach

A

16

The manager therefore no longer dominates the interview throughout, and there is greater opportunity for counselling as opposed to pure direction

A. tell and sell method
B. follow up
C. tell and listen method
D. problem-solving approach

C

17

The manager abandons the role of critic altogether, and becomes a counsellor and helper.

A. tell and sell method
B. follow up
C. tell and listen method
D. problem-solving approach

D

18

After the appraisal interview, the manager may complete his or her report with an overall assessment and/or the jointly-reached conclusion of the interview, with recommendations

A. tell and sell method
B. follow up
C. tell and listen method
D. problem-solving approach

B

19

It is used to reward and reinforce positive behaviours, progress and performance by praising and encouraging the individual. Its purpose is to increase confidence.

a. Developmental feedback
b. Motivational feedback
c. Constructive' feedback
d. Performance management

B

20

It is given when a particular area of performance needs to be changed and to suggest how this might be done. Its purpose is to increase competence.

a. Developmental feedback
b. Motivational feedback
c. Constructive' feedback
d. Performance management

A

21

It is designed to widen options and increase development. It does not mean giving only positive or 'encouraging' feedback about what a person did well: feedback about undesirable behaviours and their effects, given skilfully, is in many ways more useful.

a. Developmental feedback
b. Motivational feedback
c. Constructive' feedback
d. Performance management

C

22

as an approach to management may be seen as an application of Locke’s goal setting theory.

a. Developmental feedback
b. Motivational feedback
c. Constructive' feedback
d. Performance management

D

23

It suggests that people’s performance in their jobs is related to the difficulty of their goals, the extent of their commitment to them and the degree of feedback they receive on their performance relative to them.

a. performance agreements
b. Goal theory
c. performance and development plans
d. performance throughout the year

B

24

Which of the following is NOT one of the performanece management activities

a. Preparation of performance and development plans
b. Performance reviews
c. Management of performance throughout the year
d. performance goals

D

(There are four key performance management activities)

 Preparation of performance agreements
 Preparation of performance and development plans
 Management of performance throughout the year
 Performance reviews.

25

These set out individual or team objectives; how performance will be measured; the knowledge, skills and behaviour needed to achieve the objectives; and the organisation's core values.

a. Preparation of performance and development plans
b. Performance reviews
c. Management of performance throughout the year
d. Preparation of performance agreements or contracts

D

26

These set out detailed performance and personal development needs, and action plans to address them, in order to meet individual objectives.

a. Preparation of performance and development plans
b. Performance reviews
c. Management of performance throughout the year
d. Preparation of performance agreements or contracts

A

27

This involves the continuous process of providing feedback on performance, conducting informal progress reviews and dealing with performance problems as necessary.

a. Preparation of performance and development plans
b. Performance reviews
c. Management of performance throughout the year
d. Preparation of performance agreements or contracts

C

28

It reviews involve both taking a view of an individual's progress to date and reaching an agreement about what should be done in the future

a. Preparation of performance and development plans
b. Performance reviews
c. Management of performance throughout the year
d. Preparation of performance agreements or contracts

B

29

It can be considered as 'a condition in an enterprise in which there is orderliness, in which the members of the enterprise behave sensibly and conduct themselves according to the standards of acceptable behaviour as related to the goals of the organisation'

a. Discipline
b. Disciplinary action
c. Progressive discipline
d. Dismissal

A

30

It may be punitive, deterrent or reformative. Its goal is nevertheless always to improve the future behaviour of the employee concerned, and other members of the organisation.

a. Discipline
b. Disciplinary action
c. Progressive discipline
d. Dismissal

B