Solved by verified expert :21. Shawn is reviewing a
performance appraisal instrument with a scale of 1-10. Each number has a
descriptive statement next to it, from 1 (rarely explains expectations or gives
direction when assigning work) to 10 (makes expectations clear, asks questions
when giving direction, listens to employees’ questions). This is an example of
a(n):
a) trait-based appraisal instrument.
b) MBO appraisal instrument.
c) outcome-based appraisal instrument.
d) behavior-based appraisal instrument.
e) relative judgment appraisal instrument.
22. Trait-based performance
appraisal systems are most similar to:
a) outcome-based performance appraisal systems.
b) behavioral-based performance appraisal systems.
c) MBO-based performance appraisal systems.
d) relative judgment performance appraisal systems.
e) absolute judgment performance appraisal systems.
23. The most common form of
behavior appraisal instrument is:
a) Management by Objective.
b) a behaviorally anchored rating scale.
c) a behavioral observation scale.
d) a situational interviewing form.
e) trait scales.
24. The
critical incident technique can be used to create _______ rating scales.
a)
relative-judgment based
b)
trait-judgment based
c)
outcome-based
d)
behavior-based
e)
all of the above
25. A company designs a
performance evaluation process that evaluates the value of specific employee
behaviors. The company is using a(n):
a) outcome-based system.
b) relative judgment system.
c) trait-based system.
d) behavioral-based system.
e) mikoshi-type performance system.
26. A drawback of a
behavior-based performance appraisal system is:
a) the difficulty of choosing what behaviors to evaluate from the
hundreds available.
b) distorting worker performance levels.
c) developing a “results at any cost” mentality.
d) being too ambiguous, and open to bias.
e) managerial resistance to this approach as an unnatural way to
evaluate performance.
27. A
significant drawback of outcome-based performance appraisal systems is:
a) they can lead to a “results at any cost” mentality.
b) it is very time consuming to set the criteria up.
c) managers resist this approach as an unnatural way to evaluate performance.
d) they are open to bias.
e) the standards are too ambiguous.
28. MBO, management by
objective, performance appraisal systems are:
a) trait-based performance systems.
b) absolute performance appraisal systems.
c) an outcome-based approach to performance appraisals.
d) behavioral-based appraisal systems.
e) none of the above
29. A pitfall of using an
outcome appraisal instrument is that:
a)
the system uses ambiguous
criteria that may be viewed differently by different raters.
b)
it forces raters to make
distinctions between employees where none may truly exist.
c)
it is likely to encourage
employee conflicts.
d) it may give a distorted view of
worker performance levels.
e) outcomes are difficult to rate since they are relative judgments.
30. The best overall performance
appraisal in any circumstance:
a) is a behavioral-based system.
b) doesn’t exist. There is no
one best system.
c) is a combination of a ranking system and a behavioral system.
d) is a relative system because it generally provides better results
than an absolute system.
e) is a trait system because it focuses on the individual.
