The document contains sample questions for a final exam on competency mapping and performance management. It includes multiple choice questions that test understanding of key concepts in performance management, such as the differences between performance management and performance appraisal, components of the performance management cycle, and methods used for performance evaluation, such as management by objectives and assessment centers.

1. COMPETENCY MAPPING AND PERFORMANCE MANAGEMENT
SAMPLE QUESTIONS FOR FINAL EXAM DECEMBER 2020
01 Performance management for business is defined as a "strategic and integrated approach
to increase the effectiveness of companies by improving the-----
a. by improving the performance of the people who work in them and by developing
the capabilities of teams and individual contributors.
b. By improving the performance of the machinery and by repairing and maintaining
of them
c. By improving processes and procedures of production
d. By improving the performance of organisational systema dn structures
02 Performance appraisal is NOT known a ---
a. Employee appraisal
b. Annual review
c. Performance review and evaluation
d. Competency evaluation reprot
03 The difference between performance management and performance appraisal is --------
a. No difference between performance management and performance appraisal
b. Performance management is a process and performance appraisal is a system
c. Performance management is a managerial function and performance appraisal is
leadership function
d. Performance management and performance appraisal are flexible
04 ---- is NOT a component of performance management cycle
a. Performance planning
b. Performance execution
c. Performance monitoring
d. Performance linked and reward
B
05 Self-management teams creates in the managees----
a. leadership potential
b. Cooperation but not control
c. a sense of responsibility and develops a spirit to work with commitment
d. need of evaluation
06 This is a comprehensive, precise and currently relevant description of a managee’s
assigned role in the organisation, which forms the basis for planning the performance and
development of managees.
a. Job description
b. Organizational rules description
c. Evaluation standards description
d. Role description
07 Performance Feedback aims at---
a. abolishing gap between production decisions and customer needs
b. abolishing gap between individual goals and organizational goals
c. abolishing the gap between expectations and delivery

2. d. abolishing the gap between superior and subordinates
08 Organisation level function of PMS deals with---
a. Macro environment
b. Organizational internal environment
c. Organizational external environment
d. Traditional and cultural environment
09 Role analysis is a systematic approach to determine the-----
a. Relative value of compensation based on the performance
b. Valuation of services on the basis of customer satisfaction
c. Value the personal policies and procedures
d. relative value of roles within an organisation.
10 This sub-system includes all the procedures involved in locating, attracting, interviewing,
recruiting talent in an organisation. It also includes the probation and confirmation
procedure for the employees.
a. Personal appraisal system
b. Training and development
c. Selection and recruitment
d. Mentoring and monitoring
11 -------- mproves the overall organisational functioning, and changes may happen in
personnel policies, implementation of policies, and the procedures followed in pursuance
of personnel policies.
a. Diagnosis and planned change
b. Increment al change
c. Department and group level functions
d. Organizational performance monitoring
12 Organisational Performance Monitoring generates feedback on
a. Efficiency of service provided to the customers
b. How an individual employee is working towards the target
c. How an organization is achieving the target
Efficiency of all stakeholder like vendors, service providers
13 This type of concluding discussion provides an in depth exploration where the data is
uncertain, here the manager provides an opportunity for the managee to speak once the
feedback from the manager gets over.
a. Tell and sell type
b. Tell and Listen type
c. Problem solving type
d. Delphi technique
14 This document details the position description for an employee
a. Rule description document
b. Role description document
c. Relationship description document
d. Job description document

3. 15 Effective-------takes place when a managee is efficient and enthusiastic with the
performance of a task, so before delegating a particular job to a managee, a manager
should check these two prerequisites before the assignment.
a. Counselling
b. Performance evaluation
c. Delegating
d. Directing
16 It helps the managee as well as the organisation to identify weaknesses and then to
formulate strategies to improve the performance.
a. Counselling
b. Performance evaluation
c. Delegating
d. Directing
17 ----------involves a direct and active intervention of the manager to assist a managee to
build necessary skills and competencies needed for developing game plans, as well as for
delivering results.
a. Counselling
b. Performance evaluation
c. Coaching
d. Mentoring
18 ---------- is more sensitive and subtle, involving the use of superior experience to guide
the managee to become successful in her career.
a. Counselling
b. Performance evaluation
c. Coaching
d. Mentoring
19 -------does not just affect the person at whom it is directed – it can affect an entire
organisation work flow. It may change the overall perception of the organisation the
managee is working for.
a. Abusive supervision
b. Poor supervision
c. Responsible supervision
d. Unethical supervision
20 -------involves intensive interaction between managee and her supervisor. The managee
must understand the value of the training he should get, and why they are being
organized.
a. Organizational development interventions
b. On site efforts
c. Off site efforts
d. Hidden efforts
21 --------mayconsist of formal training through courses, programs, workshops etc. within
the organisation or outside - aimed primarily at imparting knowledge in specific areas,
relating to the organisation and its processes.

4. a. Organizational development interventions
b. On site efforts
c. Off site efforts
d. Hidden efforts
22 --------- is NOT aim of coaching
a. Directly deals with performance issues, also nurtures excellence at all levels of the
organisation.
b. Helps the managee to learn new skills, abilities and attitudes, to enhance
managees capacity in his existing role.
c. Nurtures excellence for high level performance by the managee.
d. enable delegatees to assume increased responsibilities.
23 -----refers to the initiatives that are taken by the individuals and the organisations to
enhance the capacity and competence of the individuals that directly builds organisational
capability to efficiently and effectively perform their business functions
a. Employee development
b. Organizational development
c. Group dynamics
d. Team development
24 A good performance plan has
a. Well written goals
b. Flow chart of activities
c. Organization of resources
Setting up of performance standards
25 The first stage of performance appraisal model -------------should define the primary
target customers, identify the products and services the company produce and provide,
and describe the geographical location in which the company operates.
a. Problem statement
b. Mission statement
c. Performance appraisal document
d. Vision statement
26 Key Responsibility Areas and Key Performance Indicators directly follow from-----------
and represents the areas in which he or she is expected to perform.
a. Mission statement
b. Vision stamen
c. Organizational goals
d. job description of an employee
27 -----are equated with the skills, capability, performance ability and knowledge and is the
sum total of all the factors manifested in the employee’s behaviour.
a. Employee performance
b. Employee competencies
c. Employee development
d. Employee retention

5. 28 This is to be translated into individual ,team and departmental goals----
a. Team goals
b. Individual goals
c. Organizational goals
d. National goals
29 This tells the extent to which a person is interested to reach the goal. A level of
commitment plays into action while completing the set goal by the managee.
a. Goal difficulty
b. Goal specificity
c. Goal acceptance
d. Goal commitment
30 This describes to the extent a person adopts a goal as his or her own. Before a goal can be
motivating to an individual, one must accept the goal. Accepting a goal is the first step in
creating motivation.
a. Goal difficulty
b. Goal specificity
c. Goal acceptance
d. Goal commitment
31 The study of a managee's previous year performance helps in deciding-----
a. His past performance evaluation
b. Organizational goals
c. His future role description
d. Team goals
32 The two distinct components of developmental assignments are---
a. Systems-oriented Projects and Professional Development Activities
b. Performance appraisal and performance evaluation on regular basis
c. Workshop and seminars
d. Tasks and targets
33 The organisational performance need to be evaluated---
a. Quarterly
b. Half yearly
c. Yearly
d. On regular basis
34 Involvement of employees in performance planning process ensures
a. That the performance goals are being agreed upon mutually
b. That the removing of performance gap
c. That integrates individual performance to organizational goals
d. Individual performance towards the target
35 The two categories in which KPI values are measured are:
a. Assertive and negative
b. Verbal and written
c. Quantitative and qualitative

6. d. Optimistic and pessimistic
34 A competency assessment focuses on ------
a. KPAs and KRAs
b. on how well an employee is performing the required job skills in relation to
specified performance standards.
c. the framework for the managee performance and development
d. Delegation and span of control
35 At the end of the performance period, a manager reviews—
a. His subordinates performance against industry standards
b. His subordinates performance against his other subordinates performance
c. His subordinates’ performance against expected objectives
d. His superiors performance against his subordinates performance
36 This establishes a relationship between an experienced and inexperienced employee
a. Monitoring Managee Development
b. Mentoring Managee Development
c. Evaluating organizational growth
d. Employee separation
37 Organisational Structuring System in PMS includes activities like----
a. Job requirements and employee attributes
b. Job requirements and Individual objectives
c. Organisational rules, roles, and responsibilities
d. Organization objectives
38 The categories of objectives a PMS have
a. Evaluation and development
b. Traditional and cultural
c. Progressive and Trajectory
d. Financial and investment
39 In performance appraisal criteria, work sample involves -----
a. Training
b. length of service the employee has given to the company.
c. Objective assessment of whether the employee consistently completes duties is
often easier than other evaluation areas.
d. The amount of output should be adjusted for variation in quality to make it
directly comparable with the output of other workers.
40 In performance appraisal criteria, this is usually given by the Supervisor to the employees
through various methods of Performance Appraisal followed by the particular
organization.
a. Training
b. Ratings
c. Work sample
d. Goal achievement

7. 41 This is the major draw back of benchmarking
a. Benchmarking may actually limit a company’s performance if the goal is only to
learn and copy
b. Length of service is not considered
c. Conflicts with the line management
d. Record and store performance review
42 In this approach of performance appraisal, gives importance to the human attributes such
as helpfulness, dependability and punctuality.
a. Goal oriented approach
b. Trait focused approach
c. Organizational Development Approach
d. Results focused approach
43 In methods of performance appraisal, certain factors are selected for analysis such as
leadership, initiative, interpersonal relationship etc. and a scale is designed by rater for
each factor.
a. Ranking system
b. Rating system
c. Grading system
d. Man to Man comparison
44 In methods of performance appraisal , under this system, certain categories of worth such
as excellent, very good, average, poor, very poor, etc. are established and defined
a. Ranking system
b. Rating system
c. Grading system
d. Man to Man comparison
45 In methods of performance appraisal ,here in the method, rather than evaluating traits
according to a single scale, the rater is given three specific descriptions of each trait, to
reflect three levels of performance: superior, average and inferior.
a. Straight ranking method
b. Ranking method
c. Rating method
d. Graphic rating method
46 In methods of performance appraisal , the Forced-Choice method has this major
drawback
a. cannot be effectively as a tool for developing employees.
b. applicable in organizations that have a simple structure
c. Subjectivity bias
d. raters rate the employees quite high
47 --------ofperformance appraisal involves identifying and describing specific events (or
incidents) where the employee has done really well or something that needs to be
improved.
a. Straight ranking method
b. Checklist method
c. Rating method

8. d. Critical Incident Method
48 In this approach of performance appraisal, A worker’s results can be tracked over a
certain amount of time and compare that against the company averages.
a. Goal oriented approach
b. Trait focused approach
c. Organizational Development Approach
d. Results focused approach
49 ------that aims to improve employee performance in an organization by clearly defining
objectives that are being agreed upon by both the management and the employees.
a. Motivation theory
b. Management by Objectives
c. Management by exception
d. Management by example
Larsen & Toubro has adopted the method of MBO (Management by Objectives). This
method was first introduced by Peter Drucker in 1954. In this method, the superior and
subordinate conducts a meeting in which they jointly set the objectives of the employee
for the next appraisal period. The employee performance is evaluated on the basis on
these pre-determined objectives. These objectives will be usually amount of sales,
quantity of production etc. The organizational objectives are attained in this method with
the help of a cyclical process. In this the management initially sets the objectives of
organization followed by departmental objectives and finally individual goals. All these
goals will be interconnected in such a way that fulfilling one of them will positively affect
the other.
Caroll and Tosi explained that MBO must fit into the philosophical framework of an
organization. This is due to the reason that the management attitude and MBO must go
hand in hand. Merely giving support to MBO through words is not sufficient. Lussier in
2008 explained about the possible reasons for the failure of MBO. A major reason behind
the failure of MBO method is many companies is absence of commitment and follow-up
from the management. Another reason is that management fails to convince employees
that they are also an integral part of the decision making process. Employees feel that all
major decisions and goal-setting have been done by the management without consulting
them. When this happens, the employees will be less committed to work for the
management and meet the objectives. The autonomous and dynamic involvement of
employees can be considered as the most significant contribution of MBO to the
communication mechanism within the company.
50 In context to above case study , who has invented the MBO
a. F.W. Taylor
b. Caroll and Tosi
c. Peter Druckor
d. C.K.Pralhad
51 In context to above case study ---- in this method superiors and subordinates jointly set
the objectives
a. Motivation theory
b. Management by Objectives
c. Management by exception
d. Management by example

9. 52 In context to above case study, the organizational objectives are attained in this method
with the help of ----
a. Vertical process
b. Horizontal process
c. Cyclical process
d. Square process
53 In context to above case study, Caroll and Tosi explained that MBO must fit into -----of
an organization.
a. the philosophical framework
b. the psychological framework
c. the cultural framework
d. the physical framework
54 In context to above case study, a major reason behind the failure of MBO method is
many companies is ----
a. Lack of motivation
b. Insufficient resources
c. Incompetent leadership
d. absence of commitment and follow-up from the management
55 - In context to above case study, -------canbe considered as the most significant
contribution of MBO to the communication
a. involvement of employees
b. employee behaviour
c. Communication
d. Span on control
56 ---------consists of a standardized evaluation of employee behaviour based on multiple
evaluations including: job-related simulations, interviews, and/or psychological tests.
a. Behavioural Event Interview
b. 360 degree feedback
c. Assessment Centre Method
d. Balance Score card method
57 An In-Basket exercise assesses
a. An employee’s ability to perform a manager’s job from an administrative
perspective.
b. the behaviour of the candidates/applicants are observed to measure their
communication and leadership skills.
c. An applicant/ employee can be asked to give an elaborate presentation on a topic
chosen by the assessors.
d. a candidate stands up for himself and not be intimidated by the confronting
situation.
58 In this method an applicant/ employee can be asked to give an elaborate presentation on a
topic chosen by the assessors.
a. Group discussion

10. b. Giving presentation
c. Panel interview
d. Role playing
59 In this method , the behaviour of the candidates/applicants are observed to measure their
communication and leadership skills.
a. Group discussion
b. Giving presentation
c. Panel interview
d. Role playing
60 This appraisal method aims to combine the benefits of narratives, critical incidents, and
quantified ratings by anchoring a quantified scale with specific narrative examples of
good, moderate, and poor performance.
a. Straight Rating scale
b. Behaviourally Anchored Rating Scale (BARS)
c. Graphical Rating scale
d. Human accounting method
61 The process involves measuring the costs incurred by an organization to recruit, select,
hire, train and develop Human Assets and also involves measuring the economic value of
people in the organization.
a. HR Accounting Method
b. Cost and Works Accounting
c. Management Accounting
d. Financial Accounting
62 is defined as “the systematic collection and feedback and feedback of performance data
on an individual or group derived from a number of stakeholders in their performance”, it
measures in details the behaviour and competencies shown by an individual or group in
achieving goals.
a. Behavioural Event Interview
b. 360 degre feedback
c. Assessment Centre Method
d. Balance Score card method
63 These are the perspectives of Balance Score Card
a. Open abilities, hiddent abilities, abilites known to others but unknown to me,
abilties known to me and others
b. Extraversion, agreeableness, openness, Consciousness
c. Financial, customer, business process, learning and growth
d. Planning, directing , coordination, control
64 Out of following statements which statement is true.
a. Competence and competency are similar concepts
b. Competencies are characteristics of organization
c. Competencies are skilled based
d. Competence and competency are two different concepts

11. 65 -------allows the organization to identify the key competencies for the particular job role
of an individual or an organization as a whole.
a. Competency mapping
b. Customer mapping
c. Vendors mapping
d. Area mapping
66 The process of discovering what competencies are necessary for exemplary or fully
successful performance
Is called as –
a. Competency identification
b. Competency mapping
c. Competency model
d. Competency assessment
67 Competency Assessment is ----
a. A narrative description of the competencies for a targeted job category,
occupational group, division, department or other unit of analysis
b. The process of discovering what competencies are necessary for exemplary or
fully successful performance
c. It is a process to identify key competencies for an organization and/or a job and
incorporating those competencies throughout the various processes of the
organization
d. The process of comparing an individual’s competencies to those of a competency
model
68 Competency Profile is -----
A narrative description of the competencies for a targeted job category, occupational
group, division, department or other unit of analysis
a. A narrative description of the competencies for a targeted job category,
occupational group, division, department or other unit of analysis
b. Application of a set of competencies for managing human resources so that
performance contributes efficiently and effectively to organizational results
c. Identifies the essential skills and knowledge that workers must have, and
defines the performance levels they must achieve, to demonstrate competency
in a specific work segment or function
d. Document that describes the set of competencies particular to the position /
job / occupational group / functional community
69 ICEBERG Model explain the concept of individual competency as----
a. Knowledge and skills are visible and components – Self-concept, traits and
motives remain hidden
b. Three layers of competencies as add, idem and ego
c. Internal and external competencies
d. Known and unknown competencies
70 According to Peter Drucker , the only things people bring with them into the organization
is ---
a. Knowledge and skills
b. Values

12. c. Perception and attitude
d. Personality traits
71 -----are described as distinguished characteristics that makes an individual unique among
others.
a. Knowledge and skills
b. Values
c. Perception and attitude
d. Traits
72 As per Core and surface competency model, ------are difficult to develop
a. Trait, Motive
b. Knowledge
c. Skills
d. None of the above
73 --- awareness of the facts, rules, concepts, theories and the processes of a job role. It can
be acquired through learning and experience, sometimes it is concrete and easily
measurable.
a. Trait
b. Motive
c. Knowledge
d. Skills
74 The unique factors make the competitors difficult to initiate and if they imitate becomes a
mere copy of the torch-bearer, called as
a. Job/Role competencies
b. Orgaizational competencies
c. Personal competencies
d. Personnel competencies
75 Job competencies indicate----
a. the personal traits and abilities that affect one’s results in workplace and in life.
b. the unique factors make the competitors difficult to initiate
c. the attributes required to accomplish the task assigned to a particular
organizational role.
d. Competencies that are relevant and necessary for all members of an organization
regardless of their level or role.
76 ------- typically specific to the position, and vary with the job role and is essential to
perform that role successfully.
a. Job/Role competencies
b. Orgaizational competencies
c. Personal competencies
d. Workplace Competencies
77 ---- distinguish superior performers from the average performers.
a. Differentiating competencies
b. Orgaizational competencies

13. c. Personal competencies
d. Workplace Competencies
78 The term "threshold" refers---
a. to the minimum level that must be achieved for a certain reaction or behaviour to
occur in the job profile.
b. Maximum level that could be achieved for a certain reaction or behavior to occur
in the job profile.
c. Categorizing competencies in three classes
d. Competencies required for resolving customer complaints
79 ---- is a form of government regulation where a professional is required to have a license
to pursue his or her profession for compensation.
a. Professional and industrial certification
b. Regulatory licensing
c. Quality programs
d. Professional publications
80 Application of competency model in training and development as------
a. All interviewers look for the same set of abilities and characteristics
b. Focuses on the same set of attributes and skills relevant to success on the position
under consideration
c. It clarifies what is expected from the individuals
d. It provides a list of behaviour and skills that must be developed
81 When the resistance of the competency model occurs due to wrong implementation time,
then this can put the model into grave danger
a. Small steps must be planned to win over the sceptics
b. Long term planning must be there to win over uncertainties
c. The high level supporters are not called for the required support
d. The supervisors supports the employees
82 This attribute KSAP is described as "actual proficient application of knowledge and
abilities used in the performance of the task."
a. Knowledge
b. Ability
c. Awareness
d. Skills
83 The competency model determines this quality of an employee to be successful in the job-
role
a. Behaviour
b. Technical ability
c. Communication capability
d. Knowledge and skills
84 This is not a performance criteria for the performance appraisal process
a. Length of service
b. Goal achievement

14. c. Training
d. Value pricing
85 To accurately assess each employee, managers need to break down this and
rate separately
a. Interim ratings given
b. Final ratings given
c. Personal and technical skill areas
d. None of the above
86 This is one of the functions of performance appraisal process
a. To note down mission and vision statements and organizational goals
b. Used as a basis for modifying behaviour towards more effective working habits
c. Helps in recruitment and selection
d. Provides detailed personal information of the employee
87 Employee participation in the employee input process provides this
a. Improved feedback for performance improvement
b. A base for compromise and negotiation
c. Responsibility taking and performance achievement
d. Buck passing the responsibility
88 Employees and managers should fill out identical questionnaires for this reason—
a. To review and compare notes during the performance appraisal meeting
b. To compare and contrast their own competencies
c. To review and compare ex- employees’ performance
d. To compare the competencies of our employees and employees in other firms
89 Performance appraisal is a reactive function that only evaluates this
a. Overall performance in the company
b. Past performance of employees
c. Value pricing
d. Overall performance of the company
90 Appraisal should not depend on the length of services but on this-------
a. Successful delegation of work responsibilities
b. The abilities and performance achievements of employees
c. Value pricing
d. Overall performance of the company
91 This is not a measuring technique for employee's performance appraisal
a. Break down objectives
b. Break down work activities
c. Write charter
d. Write KSAPs
92 Performance management is a________________, ________________ process
a. Continuous, stable process
b. Reactive; retrogressive

15. c. Proactive; forward-looking
d. Progressive and regressive
93 The factors that mislead or blind the supervisors while doing the appraisal
process are called this
a. Rater Bias
b. Rating errors
c. Rater measure
d. Rater and ratee relationship
94 The emergent thinking of the management to "unleash Intrinsic Motivation" becomes this
in the actual appraisal process in many cases
a. Annual event
b. Appreciation
c. Motivate with incentives
d. Authorities and responsibilities
95 The team leader should convey the performance standards to the employee at this period
to avoid any error
a. At the time of employee recruitment
b. At the time of training
c. Before the onset of measurement period
d. After the onset of measurement period
96 Rater bias can distort performance reviews in these ways
a. Either negatively or positively regardless of an employee’s actual performance
b. Provides accurate data about the employee performance for promotion decisions
c. Avoids nepotism and partiality
d. Helps in customer mapping
97 Well defined performance factors, criteria with appraisal forms, procedures,
administration of techniques, ratings etc. all defines this in the appraisal process
a. Exclusive appraisal format for each Employee
b. Inclusive appraisal format each employees
c. Abolishing nepotism and partiality
d. Uniformity and comparison of ratings across the whole organisation
98 Performance Appraisal can be an effective tool -----
a. By drafting human resource policy and clear cut instructions
b. By promoting a climate conducive for continuous learning and professional
Growth
c. Improve performance, productivity and for developing employees in the
organization
d. By providing resources to achieve organizational goals
99 Present day companies are having this kind of performance appraisal instead of
this type
a. Emphasis is given on the evaluation on the work results
b. Companies are having more equal working environment than traditional hierarchy

16. c. Emphasis is given on training and development of employees
d. Companies are having vertical organization instead of flat organization
100 A Competency Model is always developed to target the expected job-role behavior from
an individual in the organization.
a. Knowledge of Job Role Expectation
b. Knowledge of organizational rules and regulations
c. Knowledge of competitors
d. Knowledge of custom