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Performance Management and Appraisal 2
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Performance Management and Appraisal 2
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25 Questions

1. It is essential that line managers play a key role in performance appraisal from beginning to end.
2. The manager and the subordinate jointly agree on objectives for the next appraisal period in a results-based system.
3. Traits such as adaptability, judgment, appearance, and attitude may be used in performance appraisals if they are job-related.
4. Desired behaviors may be appropriate as evaluation criteria because if they are recognized and rewarded, employees tend to repeat them.
5. Behaviors include a broad range of knowledge, skills, and traits that may be technical in nature, relate to interpersonal skills, or be business oriented.
6. Having multiple raters makes the 360-degree feedback evaluation method more legally defensible and less costly.
7. Top firms, such as Cisco, Ford, and Capital One, use the forced distribution system because of its popularity among most managers and HR professionals.
8. The work standards method compares each employee's performance to a predetermined standard.
9. Performance appraisal is an ongoing process, while performance management occurs at a specific time.
10. HR managers use performance appraisal data for recruitment, selection, compensation, and training purposes.
11. Like the rating scales method, BARS uses terms such as high, medium, and low at each scale point.
12. The primary disadvantage of using peers to appraise performance is that they do not work closely enough with evaluated employees to provide useful feedback.
13. Strictness is a common error that occurs when employees are incorrectly rated near the average or middle of the scale.
14. Organizations use customer appraisal because it demonstrates a commitment to the customer and holds employees accountable.
15. One reason for the popularity of the rating scales method is its simplicity.
16. Employee empowerment and engagement are the hallmarks of a traditional system of performance appraisal.
17. Opponents of forced distribution contend that the system fosters paranoia among employees and destroys company loyalty.
18. Managing performance is extraneous to a manager's daily job duties.
19. Performance appraisal is an informal system of review and evaluation of individual or team task performance.
20. The critical incident method is an appraisal approach that rates employees according to defined factors.
21. The 360-degree feedback evaluation method involves evaluation input from multiple levels within the firm as well as external sources.
22. The most significant risk associated with 360-degree feedback is confidentiality.
23. The BARS method combines elements of the traditional rating scales and critical incident methods.
24. If employees understand their objectives and the criteria used for evaluation, they can effectively appraise their own performance.
25. Organizations that structure employees into self-directed teams are using peers to appraise performance less frequently because of time constraints.

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