This document provides information about a quiz on performance management. It includes questions from three units on topics like performance management dimensions, value based management, appraisal systems in different countries, and components of performance management systems. The quiz taker scored poorly, answering only a few questions correctly out of several attempts covering multiple units.
Here are my responses to the case study questions:
1. The form includes the necessary components of employee information, performance attributes to be rated, supervisor and employee comments sections, and scores. It is missing definitions for each performance attribute to ensure common understanding. Developmental goals/plans would help improvement.
2. Having both rates allows capturing different perspectives but may lead to disagreements. The supervisor has oversight but the employee experiences their own performance daily.
3. Based on the information, an appropriate overall rating is a 3. The supervisor rated most attributes as excellent or very good, but noted some issues warranting lower scores bring the overall average to a 3.
4. This form should be completed at least annually, but
The document provides an overview of a new performance management system called "KAUSABAN" being implemented at AAOIL. KAUSABAN aims to clearly align individual performance with corporate goals, objectively measure performance against targets, and ensure a uniform, consistent process across the organization. It defines key aspects of the new system including key result areas, competencies for development, roles of appraisees, appraisers and reviewers, and the annual performance planning and review cycle. The performance management process focuses on both work performance and development, and links performance evaluations to variable pay and career progression.
In this file, you can ref useful information about performance appraisal rating scales such as performance appraisal rating scales methods, performance appraisal rating scales tips, performance appraisal rating scales forms, performance appraisal rating scales phrases … If you need more assistant for performance appraisal rating scales, please leave your comment at the end of file.
The document outlines the steps in a training needs analysis process which is used to identify problems or issues in the workplace and determine if training can help address them. It involves assessing future organizational goals and challenges, determining required employee performance to meet these goals, assessing employee skills/knowledge needed for the required performance, and identifying any gaps where training is necessary to bridge differences between existing and required skills/knowledge. Various techniques are discussed for collecting information on specific training needs such as observation, interviews, questionnaires, job descriptions, and problem solving conferences.
The document discusses training need analysis for organizations. It outlines several challenges for conducting training need analysis, including identifying training needs, objectives, content, delivery methods, and evaluation. It then describes the training development process and key steps in training need analysis, including performing a gap analysis of competencies and individual performance. Finally, it provides a model for training needs analysis with five stages from establishing organizational commitment to designing training evaluation.
7 steps to identifying your organizations training needs white paper - Sept 2010The Blockchain Academy
The document outlines a 7-step process for identifying an organization's training needs. It discusses assessing existing training programs, industry and job requirements, career development opportunities, leadership needs, recurring mandatory trainings, and future anticipated needs. A variety of methods are described for evaluating needs, such as surveys, job analyses, and operational metrics. The goal is to conduct a comprehensive examination to determine any knowledge or skills gaps that training could address.
The document provides a job description for a graduate associate position in sourcing and procurement at Disney Consumer Products Studio. It then provides examples of how to develop accountabilities, objectives, and standards for evaluating performance in this role based on the information given. Specifically, it:
1. Identifies three key accountabilities for the role related to analytical support, benchmarking pricing models, and assisting with procurement strategies.
2. Sets specific, measurable objectives for each accountability with target completion dates.
3. Establishes performance standards related to each objective to quantitatively measure results.
The document discusses employee training and development. It describes the training process, which includes assessing needs, designing programs, selecting instruction methods, implementing training, and evaluating. It covers orienting new employees and common training methods like lectures, hands-on learning, and computer-based training. Management development techniques are also outlined, such as on-the-job training, case studies, and corporate universities. The document emphasizes evaluating training at multiple levels from reaction to learning to behavior and business results.
Here are my responses to the case study questions:
1. The form includes the necessary components of employee information, performance attributes to be rated, supervisor and employee comments sections, and scores. It is missing definitions for each performance attribute to ensure common understanding. Developmental goals/plans would help improvement.
2. Having both rates allows capturing different perspectives but may lead to disagreements. The supervisor has oversight but the employee experiences their own performance daily.
3. Based on the information, an appropriate overall rating is a 3. The supervisor rated most attributes as excellent or very good, but noted some issues warranting lower scores bring the overall average to a 3.
4. This form should be completed at least annually, but
The document provides an overview of a new performance management system called "KAUSABAN" being implemented at AAOIL. KAUSABAN aims to clearly align individual performance with corporate goals, objectively measure performance against targets, and ensure a uniform, consistent process across the organization. It defines key aspects of the new system including key result areas, competencies for development, roles of appraisees, appraisers and reviewers, and the annual performance planning and review cycle. The performance management process focuses on both work performance and development, and links performance evaluations to variable pay and career progression.
In this file, you can ref useful information about performance appraisal rating scales such as performance appraisal rating scales methods, performance appraisal rating scales tips, performance appraisal rating scales forms, performance appraisal rating scales phrases … If you need more assistant for performance appraisal rating scales, please leave your comment at the end of file.
The document outlines the steps in a training needs analysis process which is used to identify problems or issues in the workplace and determine if training can help address them. It involves assessing future organizational goals and challenges, determining required employee performance to meet these goals, assessing employee skills/knowledge needed for the required performance, and identifying any gaps where training is necessary to bridge differences between existing and required skills/knowledge. Various techniques are discussed for collecting information on specific training needs such as observation, interviews, questionnaires, job descriptions, and problem solving conferences.
The document discusses training need analysis for organizations. It outlines several challenges for conducting training need analysis, including identifying training needs, objectives, content, delivery methods, and evaluation. It then describes the training development process and key steps in training need analysis, including performing a gap analysis of competencies and individual performance. Finally, it provides a model for training needs analysis with five stages from establishing organizational commitment to designing training evaluation.
7 steps to identifying your organizations training needs white paper - Sept 2010The Blockchain Academy
The document outlines a 7-step process for identifying an organization's training needs. It discusses assessing existing training programs, industry and job requirements, career development opportunities, leadership needs, recurring mandatory trainings, and future anticipated needs. A variety of methods are described for evaluating needs, such as surveys, job analyses, and operational metrics. The goal is to conduct a comprehensive examination to determine any knowledge or skills gaps that training could address.
The document provides a job description for a graduate associate position in sourcing and procurement at Disney Consumer Products Studio. It then provides examples of how to develop accountabilities, objectives, and standards for evaluating performance in this role based on the information given. Specifically, it:
1. Identifies three key accountabilities for the role related to analytical support, benchmarking pricing models, and assisting with procurement strategies.
2. Sets specific, measurable objectives for each accountability with target completion dates.
3. Establishes performance standards related to each objective to quantitatively measure results.
The document discusses employee training and development. It describes the training process, which includes assessing needs, designing programs, selecting instruction methods, implementing training, and evaluating. It covers orienting new employees and common training methods like lectures, hands-on learning, and computer-based training. Management development techniques are also outlined, such as on-the-job training, case studies, and corporate universities. The document emphasizes evaluating training at multiple levels from reaction to learning to behavior and business results.
The document discusses training need analysis, which is conducted to identify workplace issues and determine if training can help address them. It involves 5 steps: 1) assessing future organizational goals and challenges, 2) required employee performance, 3) required employee skills/knowledge/attitudes, 4) identifying training needs to bridge gaps, and 5) starting with future goals to assess needed changes. Various techniques are outlined to determine specific training needs, including observation, interviews, questionnaires, job descriptions, and problem solving conferences. The analysis helps establish how training can help reduce employee troubles and improve performance.
Msacmc410 a lead change in a manufacturing environmentJimWills
Change is constant in business and those who adapt well become valuable. To manage change successfully, you must understand its nature and impact. A document outlines steps to define objectives of change, identify opportunities through empowerment and process mapping, determine impacts through consultations and risk assessment, and describe the change through clear messaging and diagrams. Stakeholders must be involved and a work plan developed to help teams implement change.
Best Practices for Recruiting and Selecting Top Sales TalentInkCycle
Larry Coco of Coco Training & Consulting gave a presentation on recruitment and selection. He discussed high turnover in sales and the costs associated with it. He suggested developing a recruitment strategy including utilizing current employees and customers as referral sources. The presentation covered locating quality candidates, making initial contact, conducting effective interviews using behavioral questions, setting activity and performance standards, and evaluating candidates. Coco emphasized the importance of an effective recruitment process to attract and select top talent.
The document discusses results-based accountability (RBA), an approach to improving outcomes for populations. It outlines key aspects of RBA, including distinguishing between population accountability and performance accountability. Population accountability focuses on outcomes/results for a whole population and their indicators, while performance accountability examines how well programs and services are delivered. The document also provides examples of RBA questions to guide analysis from outcomes to strategies and actions. Overall, the summary emphasizes RBA as a framework that shifts the focus from activities to results for populations.
This is one approach in calculating the return of investment in training activities.
The nets benefits are calculated based on before and after training performance.
Calculating the costs of training is a matter of accumulating costs incurred on the relevant training activities.
Performance management third editionherman aguinisamit657720
This document provides information about the third edition of the textbook "Performance Management" by Herman Aguinis. It includes details about the author, publisher, copyright information. It also lists changes from previous editions, with a stronger emphasis on the context of performance management, its multidisciplinary nature, the interplay between science and practice, technical implementation details, and the role of interpersonal dynamics. The textbook covers strategic and general considerations of performance management systems, their implementation, employee development, reward systems and legal issues, and managing team performance.
The case study discusses training at the accounting firm KPMG. KPMG invests heavily in training programs to develop its employees' technical and interpersonal skills. This helps promote employees internally and expand the firm. However, managers debate whether training is cost-effective as some trained employees leave for other companies. The case examines how to determine the optimal areas of focus and investment for training programs.
Dessler ch 09-performance management and appraisalShamsil Arefin
This PowerPoint presentation summarizes key concepts from Chapter 9 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding performance management and appraisal. The presentation covers defining performance appraisal and management, setting employee goals and work standards, potential problems with appraisals and solutions, who should conduct appraisals, conducting effective appraisal interviews, and key terms from the chapter.
EMS ( Employee Management System) Es una herramienta que utiliza General Electric para evaluar el desempeño y el logro de objetivos trazados año a año para un empleado de banda Profesionales (PB)y banda Lideres Profesionales (LPB)
The document outlines a performance evaluation form for a recruiter position at Sony Pictures, including a STAR rating scale to evaluate the recruiter's performance on core competencies and goals. It describes who will be responsible for evaluating the recruiter (their direct supervisor) and obtaining input from other stakeholders, such as recently hired employees. The form is intended to guide an annual performance review discussion between the recruiter and their supervisor.
This document discusses the importance and benefits of training for employees. It defines training as a systematic process that improves corporate performance by developing employee skills and knowledge through instruction and practical activities. The document outlines differences between training, education, and development. It also describes principles of learning and a systematic approach to developing a training plan, including assessing needs, specifying objectives, designing programs, and evaluating training effectiveness.
Training & Development and Performance Appraisal by Raja Rao PagidipalliRaja Ramesh
This document discusses training and development in organizations. It begins by explaining the importance of training and developing employees to help both individuals and organizations achieve their goals. It then defines training and distinguishes it from development. Various training methods are outlined, including on-the-job methods like coaching and off-the-job methods like lectures. The steps in effective training like preparing instructors and trainees are also summarized. Finally, the document discusses evaluating training programs to ensure objectives are met.
FMEA is a technique used to analyze potential failure modes within a system or design. It involves analyzing the potential failure of components, determining the effects of failures, and identifying actions to address potential causes and reduce risk. The document discusses FMEA methodology including failure mode analysis, failure effect analysis, and failure criticality analysis. It also discusses FMEA documentation and different types of FMEAs. Quality Functional Deployment (QFD) translates customer needs and expectations into engineering specifications. It uses a tool called the House of Quality to document customer requirements and map them to technical design requirements.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
This document discusses guidelines for conducting effective appraisal interviews. It identifies four types of appraisal interviews: satisfactory-promotable, satisfactory-not promotable, unsatisfactory-correctable, and unsatisfactory-uncorrectable. It provides tips for managing defensive responses, delivering criticism, and using formal written warnings. The document contrasts performance appraisal with performance management, noting that performance management is a continuous process aimed at improving performance and aligning goals with organizational strategy. It emphasizes the importance of ongoing feedback, coaching, monitoring, and rewards in an effective performance management system.
This document outlines a training needs analysis (TNA) process that identifies performance gaps at the individual, team, and organizational level by comparing key performance indicators and benchmarks. It analyzes competency gaps by examining best practices, job tasks, and the competencies of high performers compared to those of other individuals and teams. The goal is to find gaps that can be addressed through targeted training interventions.
Service tech continuous improvement overviewRichard Skiff
This is a presentation developed to introduce a continuous improvement cycle to technical operations management and supervisors. It includes an introduction to the PDCA cycle, gives an example of a CTQ tree for service technicians
This document provides guidance on conducting meaningful performance appraisals. It discusses the importance of performance management in supporting employees and organizational success. It outlines reasons for conducting performance appraisals from both the employer and employee perspective. The document provides tips for planning appraisal meetings, filling out forms, setting goals, and having constructive discussions that focus on performance, not personal attributes. Common challenges like bias, lack of preparation, and failing to provide feedback are addressed. The overall message is that performance appraisals are an ongoing process of communication, observation and evaluation to develop employees.
The document discusses creating effective multiple choice tests that measure application of knowledge rather than just recall. It provides 10 tips for developing valid, scientifically sound multiple choice test questions including: testing for application not just knowledge; using equivalent response options; not revealing the correct answer; including only plausible responses; avoiding "all of the above" options; writing questions the same way the material was taught; and including the central idea and most of the phrasing in the stem rather than the responses. The document analyzes examples of test questions that violate these principles and explains how to improve them.
Measuring ROI in Training with Case StudiesShyam Sunder
1) The document outlines the objectives and agenda for a 2-day ROI India workshop focused on training participants in evaluating programs and measuring return on investment.
2) The learning objectives include identifying different evaluation levels, aligning programs to business needs, collecting data, isolating program effects, and calculating ROI.
3) Application objectives involve developing an evaluation plan for a specific program, and impact objectives aim to improve program effectiveness within 6 months of the workshop.
Este documento presenta información sobre la creatividad a través de preguntas de selección múltiple, completar y verdadero/falso. Aborda conceptos como los niveles de creatividad, factores que influyen en su aceptación, categorías propuestas por Ross Mooney, métodos como el brainstorming, y dimensiones de la creatividad como la persona, producto, proceso y ambiente.
The document discusses training need analysis, which is conducted to identify workplace issues and determine if training can help address them. It involves 5 steps: 1) assessing future organizational goals and challenges, 2) required employee performance, 3) required employee skills/knowledge/attitudes, 4) identifying training needs to bridge gaps, and 5) starting with future goals to assess needed changes. Various techniques are outlined to determine specific training needs, including observation, interviews, questionnaires, job descriptions, and problem solving conferences. The analysis helps establish how training can help reduce employee troubles and improve performance.
Msacmc410 a lead change in a manufacturing environmentJimWills
Change is constant in business and those who adapt well become valuable. To manage change successfully, you must understand its nature and impact. A document outlines steps to define objectives of change, identify opportunities through empowerment and process mapping, determine impacts through consultations and risk assessment, and describe the change through clear messaging and diagrams. Stakeholders must be involved and a work plan developed to help teams implement change.
Best Practices for Recruiting and Selecting Top Sales TalentInkCycle
Larry Coco of Coco Training & Consulting gave a presentation on recruitment and selection. He discussed high turnover in sales and the costs associated with it. He suggested developing a recruitment strategy including utilizing current employees and customers as referral sources. The presentation covered locating quality candidates, making initial contact, conducting effective interviews using behavioral questions, setting activity and performance standards, and evaluating candidates. Coco emphasized the importance of an effective recruitment process to attract and select top talent.
The document discusses results-based accountability (RBA), an approach to improving outcomes for populations. It outlines key aspects of RBA, including distinguishing between population accountability and performance accountability. Population accountability focuses on outcomes/results for a whole population and their indicators, while performance accountability examines how well programs and services are delivered. The document also provides examples of RBA questions to guide analysis from outcomes to strategies and actions. Overall, the summary emphasizes RBA as a framework that shifts the focus from activities to results for populations.
This is one approach in calculating the return of investment in training activities.
The nets benefits are calculated based on before and after training performance.
Calculating the costs of training is a matter of accumulating costs incurred on the relevant training activities.
Performance management third editionherman aguinisamit657720
This document provides information about the third edition of the textbook "Performance Management" by Herman Aguinis. It includes details about the author, publisher, copyright information. It also lists changes from previous editions, with a stronger emphasis on the context of performance management, its multidisciplinary nature, the interplay between science and practice, technical implementation details, and the role of interpersonal dynamics. The textbook covers strategic and general considerations of performance management systems, their implementation, employee development, reward systems and legal issues, and managing team performance.
The case study discusses training at the accounting firm KPMG. KPMG invests heavily in training programs to develop its employees' technical and interpersonal skills. This helps promote employees internally and expand the firm. However, managers debate whether training is cost-effective as some trained employees leave for other companies. The case examines how to determine the optimal areas of focus and investment for training programs.
Dessler ch 09-performance management and appraisalShamsil Arefin
This PowerPoint presentation summarizes key concepts from Chapter 9 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding performance management and appraisal. The presentation covers defining performance appraisal and management, setting employee goals and work standards, potential problems with appraisals and solutions, who should conduct appraisals, conducting effective appraisal interviews, and key terms from the chapter.
EMS ( Employee Management System) Es una herramienta que utiliza General Electric para evaluar el desempeño y el logro de objetivos trazados año a año para un empleado de banda Profesionales (PB)y banda Lideres Profesionales (LPB)
The document outlines a performance evaluation form for a recruiter position at Sony Pictures, including a STAR rating scale to evaluate the recruiter's performance on core competencies and goals. It describes who will be responsible for evaluating the recruiter (their direct supervisor) and obtaining input from other stakeholders, such as recently hired employees. The form is intended to guide an annual performance review discussion between the recruiter and their supervisor.
This document discusses the importance and benefits of training for employees. It defines training as a systematic process that improves corporate performance by developing employee skills and knowledge through instruction and practical activities. The document outlines differences between training, education, and development. It also describes principles of learning and a systematic approach to developing a training plan, including assessing needs, specifying objectives, designing programs, and evaluating training effectiveness.
Training & Development and Performance Appraisal by Raja Rao PagidipalliRaja Ramesh
This document discusses training and development in organizations. It begins by explaining the importance of training and developing employees to help both individuals and organizations achieve their goals. It then defines training and distinguishes it from development. Various training methods are outlined, including on-the-job methods like coaching and off-the-job methods like lectures. The steps in effective training like preparing instructors and trainees are also summarized. Finally, the document discusses evaluating training programs to ensure objectives are met.
FMEA is a technique used to analyze potential failure modes within a system or design. It involves analyzing the potential failure of components, determining the effects of failures, and identifying actions to address potential causes and reduce risk. The document discusses FMEA methodology including failure mode analysis, failure effect analysis, and failure criticality analysis. It also discusses FMEA documentation and different types of FMEAs. Quality Functional Deployment (QFD) translates customer needs and expectations into engineering specifications. It uses a tool called the House of Quality to document customer requirements and map them to technical design requirements.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
This document discusses guidelines for conducting effective appraisal interviews. It identifies four types of appraisal interviews: satisfactory-promotable, satisfactory-not promotable, unsatisfactory-correctable, and unsatisfactory-uncorrectable. It provides tips for managing defensive responses, delivering criticism, and using formal written warnings. The document contrasts performance appraisal with performance management, noting that performance management is a continuous process aimed at improving performance and aligning goals with organizational strategy. It emphasizes the importance of ongoing feedback, coaching, monitoring, and rewards in an effective performance management system.
This document outlines a training needs analysis (TNA) process that identifies performance gaps at the individual, team, and organizational level by comparing key performance indicators and benchmarks. It analyzes competency gaps by examining best practices, job tasks, and the competencies of high performers compared to those of other individuals and teams. The goal is to find gaps that can be addressed through targeted training interventions.
Service tech continuous improvement overviewRichard Skiff
This is a presentation developed to introduce a continuous improvement cycle to technical operations management and supervisors. It includes an introduction to the PDCA cycle, gives an example of a CTQ tree for service technicians
This document provides guidance on conducting meaningful performance appraisals. It discusses the importance of performance management in supporting employees and organizational success. It outlines reasons for conducting performance appraisals from both the employer and employee perspective. The document provides tips for planning appraisal meetings, filling out forms, setting goals, and having constructive discussions that focus on performance, not personal attributes. Common challenges like bias, lack of preparation, and failing to provide feedback are addressed. The overall message is that performance appraisals are an ongoing process of communication, observation and evaluation to develop employees.
The document discusses creating effective multiple choice tests that measure application of knowledge rather than just recall. It provides 10 tips for developing valid, scientifically sound multiple choice test questions including: testing for application not just knowledge; using equivalent response options; not revealing the correct answer; including only plausible responses; avoiding "all of the above" options; writing questions the same way the material was taught; and including the central idea and most of the phrasing in the stem rather than the responses. The document analyzes examples of test questions that violate these principles and explains how to improve them.
Measuring ROI in Training with Case StudiesShyam Sunder
1) The document outlines the objectives and agenda for a 2-day ROI India workshop focused on training participants in evaluating programs and measuring return on investment.
2) The learning objectives include identifying different evaluation levels, aligning programs to business needs, collecting data, isolating program effects, and calculating ROI.
3) Application objectives involve developing an evaluation plan for a specific program, and impact objectives aim to improve program effectiveness within 6 months of the workshop.
Este documento presenta información sobre la creatividad a través de preguntas de selección múltiple, completar y verdadero/falso. Aborda conceptos como los niveles de creatividad, factores que influyen en su aceptación, categorías propuestas por Ross Mooney, métodos como el brainstorming, y dimensiones de la creatividad como la persona, producto, proceso y ambiente.
Este documento introduce los conceptos básicos de los microcontroladores. Explica que un microcontrolador es un sistema computacional integrado en un solo chip que contiene un procesador, memoria y periféricos. Describe las características típicas de un microcontrolador como la CPU, memoria, reloj, puertos E/S, perro guardián y otros módulos. Además, señala que los microcontroladores se utilizan en una amplia variedad de aplicaciones como electrodomésticos, automóviles y control industrial.
The document describes the OAuth 1.0 protocol, which provides a method for clients to access server resources on behalf of a resource owner without requiring the resource owner's credentials. It defines a redirection-based process for users to authorize access via their user-agent and browser. The protocol consists of the client obtaining temporary credentials from the server, redirecting the user to authorize access, and exchanging the temporary credentials for token credentials to access protected resources.
Este documento discute la brecha entre el acceso a la educación y los resultados de aprendizaje en países en desarrollo. A pesar de grandes inversiones, los estudiantes no están aprendiendo a niveles adecuados. La razón es que carecen de una oportunidad básica para aprender debido a factores como horas insuficientes de escuela, ausentismo de maestros y estudiantes, falta de materiales, y bajas habilidades de lectura. El documento propone un índice de oportunidad para aprender para medir y mejorar est
El documento proporciona información sobre los planetas del Sistema Solar, incluyendo Mercurio, Venus, Tierra, Marte, Júpiter y otros. Describe las características físicas, órbitas y movimientos de cada planeta, así como datos importantes sobre la Luna y su relación con la Tierra.
This document discusses the impacts of climate change and was written by Kaitlyn Arnold and Preston Mosley. Climate change is causing rising sea levels and more extreme weather events that threaten coastal communities and infrastructure. Urgent action is needed to transition to renewable energy and reduce greenhouse gas emissions to mitigate the worst impacts of climate change.
This document is a preface and table of contents for the book "Effective UI" by Jonathan Anderson, John McRee, Robb Wilson, and the EffectiveUI Team. The preface discusses how as technology has advanced, software has become more integral to people's daily lives, creating tension between sophisticated software capabilities and ease of use. It notes that while expectations for good user experience (UX) are growing, achieving better UX is harder than many companies expect. The book aims to provide guidance to product managers, technologists, designers, and businesspeople on building UX competency and UX-focused products and initiatives. The table of contents provides an overview of the book's 9 chapters which cover topics like understanding UX
MU0016 – Performance Management and Appraisalsmumbahelp
This document provides information about obtaining fully solved assignments from an assignment help service. It includes contact information for the service via email or phone call, lists subject codes and names for assignments available, and provides an example assignment question related to performance management and appraisal. The example assignment asks students to discuss principles of performance management, describe the performance appraisal process, discuss components of performance appraisal feedback and how to give constructive feedback, skills required by line managers for effective performance management, and modern methods and an employee's responsibilities regarding performance planning mechanics.
Performance appraisal (PA) refers to evaluating employee performance, potential, and personality. PA involves setting job standards, measuring performance against those standards, and providing feedback. It aims to provide coaching, improve performance, and facilitate employee development. However, PA can be prone to errors from biases and inconsistencies. An effective PA system requires clear objectives, job relevance, training, documentation, and participation.
In this file, you can ref useful information about performance appraisal answers examples such as performance appraisal answers examples methods, performance appraisal answers examples tips, performance appraisal answers examples forms, performance appraisal answers examples phrases … If you need more assistant for performance appraisal answers examples, please leave your comment at the end of file.
Performance management is an ongoing process that aligns employee performance with business goals. It has four key steps: defining goals, planning performance, coaching performance, and reviewing performance. Effective performance management provides employees with direction, benchmarks progress, and builds confidence. Regular feedback is important to motivate employees and address any issues. Formal annual reviews measure what employees have achieved against their goals and assess their behavior and development needs. The goal is to both develop and motivate high performers, as well as address issues with poor performers.
In this file, you can ref useful information about performance appraisal phrase such as performance appraisal phrase methods, performance appraisal phrase tips
This chapter discusses using a program's logic model to focus an evaluation. It describes how a logic model shows the relationship between inputs, activities, outputs, and outcomes of a program. An evaluation should select which specific elements to evaluate, as evaluating the entire program at once would be impossible.
The chapter outlines three types of evaluation questions - effort, effectiveness, and efficiency. Effort questions relate to inputs and activities, effectiveness questions relate to outputs and outcomes, and efficiency questions relate to costs and benefits. It also discusses process evaluations, which focus on inputs and activities, and outcome evaluations, which focus on outcomes and goals. The document provides guidance on using a logic model to develop evaluation questions to focus an evaluation.
This handout is connected to the Mentoring Program Evaluation & Goals webinar from Monday, May 16, 2011, as part of the free monthly webinar series from Friends for Youth's Mentoring Institute.
The document provides guidance on conducting performance appraisals. It discusses dividing attendees into groups to role play as managers and employees preparing for a performance review. The objectives of performance appraisals are to establish expected results, provide effective feedback, conduct reviews, and assist with development planning. Benefits include clear expectations, improved performance, and a two-way review process. The performance management cycle involves planning, ongoing feedback, reviews, and development.
1. Which of the following is TRUE when using performance feedba.docxjackiewalcutt
1.
Which of the following is TRUE when using performance feedback?
Answer
Performance feedback should be used in a session no more than once per year.
Managers and employees should be well prepared during a session of performance feedback.
Employees should not be permitted to voice their opinions during a session of performance feedback.
Content should emphasize personality not behaviors during a session of performance feedback.
4 points
Question 2
1.
Which of the following is an ethical issue that may result from using performance management systems?
Answer
Avoidance of discrimination
Protection of employee privacy
Monitor and improve employee productivity
Information for employee development
4 points
Question 3
1.
Lawsuits related to discrimination or unjust dismissal may arise if:
Answer
an employee feels decisions were based on traits other than behavior or performance.
there is a defensible performance management system based on valid job analysis.
an employee can have upper level managers review evaluations or request an appeal.
requirements for job success are clearly communicated to employees.
4 points
Question 4
1.
Training traditionally focuses on:
Answer
preparing employees for other jobs in the organization.
increasing employees' ability to move into jobs that may not exist yet.
helping employees prepare for changes in current jobs and responsibilities.
helping employees improve their performance in their current job.
4 points
Question 5
1.
Which of the purposes of performance management is to help the organization achieve its business objectives?
Answer
Strategic purpose
Administrative purpose
Developmental purpose
Managerial purpose
4 points
Question 6
1.
Succession planning is a form of employee development that is:
Answer
designed to help women and minorities break through the glass ceiling.
designed to identify high potential employees to fill top management positions.
designed to help current managers use skills successfully in managing.
designed to help employees gain exposure to a more diverse set of problems.
4 points
Question 7
1.
A basic career management system involves the following steps:
Answer
fit with strategy, validity, reliability, acceptability, and specific feedback.
fit with strategy, validity, goal setting, action planning, and follow-up.
data gathering, feedback, performance, ranking, and specific feedback.
data gathering, feedback, goal setting, action planning, and follow-up.
4 points
Question 8
1.
Part of planning an effective performance management system includes the following criteria:
Answer
fit with strategy, validity, reliability, acceptability, and specific feedback.
fit with strategy, validity, goal setting, action planning, and follow-up.
data gathering, feedback, performance, ranking, and specific feedback.
data gathering, feedback, goal setting, action planning, and follow-up.
4 points
Quest ...
This document discusses performance appraisals and their goals and challenges. It describes how performance appraisals aim to both evaluate employees and coach their development. The document also outlines four methods for conducting appraisal interviews: the tell-and-sell, tell-and-listen, problem-solving, and mixed-model interviews. It provides guidance on effectively structuring and assessing appraisal discussions to motivate employees while building better work relationships.
The document discusses performance appraisal systems for a garment manufacturing company with 150 employees, including 15 staff members and 135 production workers. It recommends using different performance appraisal forms for different employee levels since their duties and responsibilities vary.
For managers, the appraisal would focus on skills like decision making, relationship building, and assertiveness. For production workers, the appraisal would focus on technical skills, communication, productivity, and learning new skills.
The document then provides steps to conduct performance review interviews and lists several common performance appraisal techniques, such as confidential reports, critical incident technique, checklist technique, and 360 degree feedback.
This document discusses performance management and appraisal. It describes performance appraisal as setting work standards, assessing performance against those standards, and providing feedback to employees. Performance management is defined as an integrated approach to ensure an employee's performance supports organizational strategic goals. The document outlines the appraisal process and lists problems to avoid in appraisals such as unclear standards and rater biases. It also discusses who should conduct appraisals and effective practices for appraisal interviews.
The document discusses training needs assessment, including defining needs assessment, analyzing needs at different levels, and identifying sources of data. It provides details on:
1) Conducting an analysis at the organizational, task, and person level to identify performance gaps and training needs.
2) Common types of needs like democratic, diagnostic, analytic, and compliance needs.
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4) Advantages and disadvantages of different needs assessment techniques.
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1. PERFORMANCE MANAGEMENT
UNIT-1
1 MARKS QUESTIONS
You have completed your quiz attempt. You have scored 2 of 7 possible points.
Question Results
Score of NA
Question:
Which among the following is not performance management dimension?
Response:
Time
Focus
Feedback:
Not the right choice: Performance also has a focus dimension. The focus of performance can be on
on quality or on cost or financial dimensions
Attitude
Cost
Score of NA
Question:
Expand VBM.
Response:
Value Based Membership
Volume Based Management
Value Based Management
Value Based Maintenance
Feedback:
Not the right choice: This is not the standard expansion.
Score of NA
Question:
2. The cumulative performance of an employee and his superior together is called _______.
Response:
Dyadic performance
Quality dimension
VBM
Feedback:
Not the right choice: VBM is a structured approach to measure the performance of a firm's unit ma
net benefit they provide to shareholders
Input dimension
Score of NA
Question:
The ______________ dimension is the most acceptable, visible and measurable dimension of performance.
Response:
Output
Time
Input
Cost
Feedback:
Not the right choice: Cost is another dimension of performance. Costs may be financial, or with res
Score of NA
Question:
What improvement cannot be achieved unless there are effective processes of continuous development?
Response:
Skill
Appraisal
3. Knowledge
Feedback:
Not the right choice: Performance improvement cannot be achieved unless there are effective proce
not knowledge.
Performance
Score of NA
Question:
When ________ are linked to rewards and when fewer people are rewarded than those expecting them, those who are not
rewarded get de-motivated.
Response:
Performances
Cost
Appraisals
Feedback:
Right Choice: When appraisals are linked to rewards and when fewer people are rewarded than tho
not rewarded get de-motivated.
Result
Score of NA
Question:
Which among the following is not achieved by performance management?
Response:
Provide a basis for valuing people
Improve the quality of management
Identify and meet individual development needs
Do not identify poor performers
Feedback:
4. Right choice: Performance management identifies poor performers.
UNIT-2
You have completed your quiz attempt. You have scored 2 of 7 possible points.
Question Results
Score of NA
Question:
The _________ are lost when more importance is given to the format than the process.
Response:
Performances
Quality jobs
Feedback:
Not the right choice: Quality jobs are not lost when importance is given to format than the process
Main objectives of development
Review mechanisms
Score of NA
Question:
The ____________ recognised the potential of open appraisal systems and started promoting it through a series of seminars.
Response:
National Productivity Board of China
National Productivity Board of Singapore
National Productivity Board of Japan
National Productivity Board of Singapore
Feedback:
Right choice: The National Productivity Board of Singapore recognised the potential of open appra
it through a series of seminars.
5. National Productivity Board of Korea
Score of NA
Question:
Which among the following aspects is not ignored by performance management system?
Response:
Spiritual aspect
Dynamic aspect
Unpredictable aspect
Predictable aspect
Feedback:
Right choice: Because predictable aspect is emphasised more by the performance management syst
Score of NA
(skipped)
Question:
Which among the following is not considered by the performance management system at Modi Xerox?
Response:
Business quantity
Customer satisfaction
Employee satisfaction
Business results and quality
Score of NA
(skipped)
Question:
Organisations that have _________ require the employee who is being evaluated to state their accomplishments.
Response:
Semi-confidential formats
Annual-confidential reports
6. Appraisals with various degrees of sophistication
Informal appraisal reports
Score of NA
(skipped)
Question:
The process of identifying employee objectives and setting job expectations and goals for each position in the company is called
________.
Response:
Performance rewards
Performance planning
Performance coaching
Ongoing performance communication
Score of NA
(skipped)
Question:
The ________ performance management and appraisal system is somewhat similar to that in India.
Response:
Japanese
American
Malaysian
Korean
ou have completed your quiz attempt. You have scored 0 of 8 possible points.
Question Results
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. It is important to focus on the performance equation, but over-emphasis is given to scientific, predictable and tangible part.
2. System approach consists of these elements - identify key performance areas, set targets, review performance, assign
performance ratings, reward performance
Response:
7. 1F, 2T
1T, 2F
1T, 2T
1F, 2F
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. A good performance plan gives a sense of direction and utilises human potential and enhances individual and organisational
performance.
2. In the Philippines several management systems and practices like management by objectives, management information systems,
and budgeting financial controls have been introduced.
Response:
1T, 2F
1F, 2T
1T, 2T
1F, 2F
Score of NA
(skipped)
Question:
Performance review feedback helps the employee recognise their _______, use of appraisal for _____, basing the appraisal on
mutually agreed tasks.
Response:
Position, identification of training needs
Strengths and weaknesses, growing in the company
Strengths and weaknesses, identification of training needs
Position, growing in the company
Score of NA
(skipped)
8. Question:
In the system used in Allahabad Bank, in which areas are the officers assessed?
1. Job knowledge
2. Potential ability and development
3. Position of officers
4. Amount of work done
Response:
1, 2
2, 3
3, 4
1, 4
You have completed your quiz attempt. You have scored 0 of 12 possible points.
Question Results
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. The hard systems, processes and data of a performance management system and the soft aspects such as culture, leadership
and learning are inseparable.
2. The appraisal is to be initiated by the employee with a self-appraisal.
3. Performance management approach is used for promotion purposes in Japan.
4. There is a high degree of awareness of the need to introduce professional management in government systems in America.
Response:
1F, 2T, 3T, 4F
1T, 2F, 3F, 4T
1F, 2F, 3T, 4F
1T, 2T, 3F, 4F
Score of NA
(skipped)
Question:
Assume that you are HR Manager of a company. Your company has decided to come with a new performance management
system. You have been appointed to handle this. You are asked to analyse the employees performance on a timely basis and
convey the same if performance is not up to the mark. Which of the following components of performance management system
involves this step?
Response:
9. Ongoing performance communication
Performance planning
Performance rewards
Performance diagnosis and coaching
Score of NA
(skipped)
Question:
Match the following sets:
Response:
Match Correct Answer Use
Vishakapatnam Steel Plant Task assignment, self appraisal and discussion
Bank of Baroda Job responsibilities, major achievements
Pacific Rim Use performance appraisal for development purpose
Japan Use performance appraisal to encourage subordinate expression
Unit3
You have completed your quiz attempt. You have scored 0 of 7 possible points.
Question Results
Score of NA
(skipped)
Question:
In _______________ there is a considerable incremental performance need and the team members try hard to improve their
performance impact.
Response:
Pseudo-teams
Potential teams
10. Working groups
High
Score of NA
(skipped)
Question:
The members of the team get to know each other, exchange personal information, and make new friends in _______ stage.
Response:
Norming
Performing
Forming
Storming
Score of NA
(skipped)
Question:
The team members in _______ have complementary skills, for which they hold themselves mutually accountable.
Response:
Working groups
Pseudo teams
Potential teams
Real teams
Score of NA
(skipped)
Question:
The ________ is the final stage where increased focus is on both the task and team relationships.
Response:
Performing stage
Storming stage
11. Forming stage
Norming stage
Score of NA
(skipped)
Question:
The _________ provide positive motivation in the right circumstances.
Response:
Accessories
Compensation leaves
Money
Demotion
Score of NA
(skipped)
Question:
The __________ are small teams of people committed to a common purpose, goals and work approach.
Response:
Working groups
Potential teams
Real teams
Pseudo teams
Score of NA
(skipped)
Question:
Whose idea clearly indicates that it takes time to reach the performing stage?
Response:
Bruce Tuckman
Douglas M. McGregor
12. Rensis Likert
Dewakar Goel
You have completed your quiz attempt. You have scored 0 of 8 possible points.
Question Results
Score of NA
(skipped)
Question:
The elements which are critical at higher organisational levels and make a lot of difference are ________ and ________.
Response:
Strategic planning, leadership
Leadership, employee demotivation
Leadership, strategic thinking
Strategic thinking, employee demotivation
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. Differentiated pay packets, need for competent managers are the sources of pressure.
2. Willingness of some organisations to pay any amount for competent individuals, enhanced salary structure.
Response:
1T, 2T
1F, 2T
1T, 2F
1F, 2F
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. Rules are necessary for focus, commitment, trust, openness.
2. First meetings usually are not the first time the team members would have ever met as a group.
Response:
13. 1T, 2F
1F, 2T
1T, 2T
1F, 2F
Score of NA
(skipped)
Question:
The common language ensures that everyone is focusing on the significant _________ and the measured gaps can then be
converted into ________.
Response:
Team performance factors, In-action plans for improved performance
Knowledge performance factors, Action plans for improved performance
Team performance factors, Action plans for improved performance
Appraisal factors, Action plans for improved performance
You have completed your quiz attempt. You have scored 0 of 12 possible points.
Question Results
Score of NA
(skipped)
Question:
Match the following sets:
Response:
Match Correct Answer User answer
Self motivation Intrinsic motivation
Motivation by management Extrinsic motivation
Pseudo teams Do not take risks
14. Match Correct Answer User answer
Potential teams Take risk and face obstacles
Score of NA
(skipped)
Question:
Assume that you are the HR manager of a company MPD. You are asked to develop a team stages model. You develop the model
with reference to Bruce Tuckmans model. The model includes four stages. In which of the following stages of team stage model
involves people seeing themselves as a part of the team?
Response:
Strorming
Performing
Forming
Norming
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. Working groups depend on the sum of individual performance for their overall performance.
2. Tolerance of each team member and their differences needs to be emphasised.
3. In norming stage team members are motivated and knowledgeable.
4. Members of pseudo team are deeply committed to one anothers personal growth and success.
Response:
1F, 2T, 3T, 4F
1T, 2F, 3F, 4T
1F, 2F, 3T, 4F
1T, 2T, 3F, 4F
Unit4
You have completed your quiz attempt. You have scored 0 of 7 possible points.
Question Results
Score of NA
(skipped)
Question:
15. A _________ is prepared and agreed during the performance planning process.
Response:
Performance plan
Work plan
Personal development plan
Development plan
Score of NA
(skipped)
Question:
Every time a manager assigns a new task to an employee, a ________ is created to help the individual learn any new skills or
techniques that are needed to get the job done.
Response:
Planning opportunity
Developing opportunity
Performing opportunity
Coaching opportunity
Score of NA
(skipped)
Question:
The result of the planning process is __________.
Response:
Performance management
Performance agreement
Performance appraisal
Dyadic performance
Score of NA
(skipped)
Question:
16. The ________ are quantifiable results to be attained, which can be measured in terms of income, sales output, level of service,
reject rates and cost reduction.
Response:
Targets
Tasks
Values
Projects
Score of NA
(skipped)
Question:
The _________ should be assessed not only on achieving objectives, but also on the process of achieving objectives.
Response:
Skills
Knowledge
Performance
Information
Score of NA
(skipped)
Question:
Which among the following is not the essential information to be recorded on a form?
Response:
Names of board members
Objectives agreed for each key result area
Values or competency headings
Assessment of performance against each key result area
Score of NA
(skipped)
Question:
17. Which among the following is not the objective of performance review?
Response:
Motivation
Development
Promotion
Communication
Question Results
Score of NA
(skipped)
Question:
Role profiles include an organisations competency framework that defines the knowledge and skills required to achieve the
_______________ and any __________.
Response:
Role objectives, Personality requirements
Performance objectives, particular behavioural requirements
Role objectives, particular behavioural requirements
Role objectives, particular technological requirements
Score of NA
(skipped)
Question:
What do the role profiles define?
Response:
Overall purpose of the managers, its reporting relationships and key result areas.
Overall purpose of the organisation, its reporting relationships and key result areas.
Overall purpose of the role, its reporting relationships and key result areas.
Overall purpose of the team, its reporting relationships and key result areas.
Score of NA
(skipped)
18. Question:
Which among the following are the agenda for performance planning meeting?
1. Agreeing upon the individuals key job responsibilities.
2. Developing a common understanding of the goals and objectives that need to be achieved.
3. Not creating an appropriate individual development plan.
4. Not identifying the most important competencies that the individual must display in doing the job.
Response:
1, 4
3, 4
2, 3
1, 2
Score of NA
(skipped)
Question:
Which among the following are the characteristics of a good objective?
1. Consistent with values of the organisation and departmental and organisational objectives
2. Achievable within the capabilities of the individual
3. Imprecise, that is unclear and not well defined
4. Impossible to achieve within a time scale
Response:
3, 4
2, 4
1, 3
1, 2
Question Results
Score of NA
(skipped)
Question:
Match the following sets:
Response:
Match Correct Answer Us
19. Match Correct Answer Us
Performance of employee in first quadrant Not up to the expectation of role profile
Performance of employee in second quadrant Good but need lot of improvement
Performance of employee in third quadrant Good, some improvement is required
Performance of employee in fourth quadrant Outstanding and does not need any improvement
Score of NA
(skipped)
Question:
Assume that you are the HR manager of a company ICQ. You are asked to discuss the goals with your sub-ordinate. You both talk
about what the individual will do in addition to meet the job description demands of the position. You come with the results of goal
setting. Which of the following is not a result of goal setting?
Response:
Decreased productivity
Mobilisation of individual and organisational energy
Concentration on high priority activities
Increased probability of success
Score of NA
(skipped)
Question:
State which of the following statement is True or False.
1. Performance planning is concerned with improving employee performance by helping them to learn and providing them with the
support they need to do well, now and in the future.
2. A great deal of performance data is generated during the performance management process.
3. In conventional performance appraisal systems, performance assessment is based on objectives.
4. The need for coaching may arise from formal or informal performance reviews, but opportunities for coaching will emerge during
the normal day-to-day activities.
Response:
1F , 2T , 3T , 4F
20. 1T , 2F , 3F , 4T
1F , 2F , 3T , 4F
1T , 2T , 3T , 4T
Unit5
Question Results
Score of NA
(skipped)
Question:
The _______ are defined as role profiles in the form of the key result areas of the role, setting out details of what the role holder is
expected to accomplish. ~Role requirements
Response:
Objectives and standards of performance
Role requirements
Knowledge and skills
Performance measures
Score of NA
(skipped)
Question:
The _______ is an agreement between the manager and employees on what has to be done to achieve objectives, increase
standards and improve performance.
Response:
Work plan
Strategic plan
Administrative plan
Performance plan
Score of NA
(skipped)
Question:
21. The _________ are useful sources of data that specify areas where the employee needs to concentrate attention over the course of
the year.
Response:
Job satisfaction
Job title
Job descriptions
Job
Score of NA
(skipped)
Question:
Employees with a specific and organised development plan can achieve _____________ from the process, which in turn leads to
the growth of the organisation.
Response:
Common benefits
Partial potential benefits
Unique potential benefits
Potential benefits
Score of NA
(skipped)
Question:
Managers discuss and come to agreement with the employee on the most important competencies, key position responsibilities,
and goals ______.
Response:
Before performance planning meeting
After appraisal meeting
During performance planning meeting
During appraisal meeting
22. Score of NA
(skipped)
Question:
The framework for performance management is provided by the ___________, which is the outcome of performance planning.
Response:
Performance and development plan
Work plan
Performance and strategic plan
Knowledge and development plan
Score of NA
(skipped)
Question:
The initial meetings during the launch of performance management concentrate on the agreement of __________.
Response:
Role definitions
Skill definitions
Training definitions
Employee definitions
Question Results
Score of NA
(skipped)
Question:
Performance management planning is the process of _______ and setting forth the ___________ for managing the performance of
employees in order to achieve organisational success.
Response:
Creating , Administrative plans
Training , Strategic plans
Organising , Strategic plans
23. Creating , Development plan
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. Before the appraisal meeting managers have to re-examine the organisations mission statement, or vision and values, and teams
goals.
2. Before the appraisal meeting manager do not recognise the most important competencies that are expected from the employees
in performing the job.
Response:
1F , 2F
1T , 2F
1T , 2T
1F , 2T
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. By the end of the performance planning phase employees should know the important job responsibilities that they need to
complete.
2. By the end of the performance planning phase employees should not know how well or to what level the employees need to
perform their job activities.
Response:
1T , 2T
1F , 2T
1T , 2F
1F , 2F
Score of NA
(skipped)
Question:
Which among the following are the uses of performance and development plan?
1. To build up a plan for personal growth and job improvement, to gain a new skill, ability or understanding needed by the
department
2. To reinforce performance or improve a skill that does not meet position requirements, to prepare the employee for any future
24. plans they have for themselves
3. Not to build up a plan for personal growth and job improvement, to gain a new skill, ability or understanding needed by the
department
4. To reinforce performance or improve a skill that does not meet position requirements, not to prepare the employee for any future
plans they have for themselves
Response:
3,4
1,4
1,2
2,3
Question Results
Score of NA
(skipped)
Question:
Match the following sets:
Response:
Match Correct Answer
Responsibility of
Identify goals, responsibilities and competencies
manager
Responsibility of
Identify developmental areas and needs
employee
Organisations competency framework that defines the knowledge and skills required
Role profiles
to achieve the role objectives and any particular behavioural requirements
Description of measures jointly agreed upon by the manager and the employees to
Performance
assess the extent to which objectives and standards of performance have been
agreement
achieved
Score of NA
(skipped)
Question:
Assume that you are the HR manager of a company ABO. You are asked to establish a performance and development plan. You
develop the plan keeping in mind the employees. This performance and development plan should benefit the employees. How
would your performance and development plan help employees?
1. Analyse the areas of performance that needs improvement.
25. 2. Identify training requirements to improve performance.
3. Discuss with the manager and agree upon development and training actions.
4. Encouraging discussions about specific tasks or projects.
Response:
1, 2, 3
1, 2, 4
2, 3, 4
1, 3, 4
Score of NA
(skipped)
Question:
State which of the following statement is True or False
1. The statement declares that performance will be up to standard if a desirable, specified and observable result happens.
2. The basis upon which performance will be measured and the evidence that will be used to establish levels of competence is
agreed upon during the performance planning process.
3. In some cases, where it is not possible to set time-based targets, specific long-term quantifiable objectives based performance
standards are used.
4. The manager needs to describe what level of performance will be considered to be fully successful.
Response:
1F , 2T , 3T , 4F
1T , 2F , 3F , 4T
1F , 2F , 3T , 4F
1T , 2T , 3T , 4T
Unit 6
Question Results
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Question:
According to ______________, the objectives of performance appraisal may vary from culture to culture, organisation to
organisation and in the same organisation from time to time.
Response:
Tichy
26. Fombrun
Saiyadin
Devanne
Score of NA
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Question:
As organisations grow in size and adapt a __________ approach to measurement, formal appraisal systems and controls become
imperative.
Response:
Humanistic
Professional
Appraisal
Legalistic
Score of NA
(skipped)
Question:
For which among the following performance appraisals cannot be a useful tool?
Response:
Improving job performance
Developing the worth of employees.
Improving non-organisational effectiveness
Building better relationship with employees
Score of NA
(skipped)
Question:
In which of the following phases, the way in which employees do their jobs is changed?
Response:
27. Personnel management based
Development of individuals
Improve current performance
Post appraisal actions
Score of NA
(skipped)
Question:
It is important to the organisation and the employee to provide consistent ____________.
Response:
Monitoring
Training
Development plan
Work plan
Score of NA
(skipped)
Question:
Targets are identified and set so that employees have greater clarity of their activities to be performed in ____________ step.
Response:
Standards of performance
Performance measures
Implementing appraisal
Performance objectives
Score of NA
(skipped)
Question:
To deliver what is expected by an individual or a group of individuals within a time frame is called ________.
Response:
28. Performance
Appraisal
Skill
Personal plan
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Question:
According to researchers which among the following are the critical HRM functions of performance appraisal in organisations?
1. Measure employees performance.
2. Provides satisfactory feed-back to subordinates to know where they stand.
3. Intends to serve as a basis for improving or changing behaviour towards more effective working habits.
4. Identify capable employees for promotion.
Response:
1, 2
3, 4
2, 3
1, 4
Score of NA
(skipped)
Question:
On which among the following the Improving Current Performance Phase emphasised?
1. Examine organisational and departmental plans and budgets to determine specific activities and targets for individual employees.
2. Agreeing performance standards and the ways to monitor and assess.
3. Do not offer scope for objective comparisons between employees.
4. Circumstances can change many times in a year, so making more frequent reviews and adjustments are necessary.
Response:
2, 3
1, 4
1, 2
29. 3, 4
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. Discovering individual potential is an objective of performance appraisal.
2. Facilitating succession planning is an objective of performance appraisal.
Response:
1F, 2 F
1T, 2T
1F, 2T
1T, 2F
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. Performance appraisal is an objective means of determining compensation.
2. Each employee is appraised by their manager.
Response:
1T , 2T
1T , 2F
1F , 2T
1F , 2F
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Question Results
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Question:
Match the following sets.
Response:
30. Match Correct Answer
Williams et Performance appraisal purposes relate to organisational needs, such as salary review,
al transfers and promotions
Cherrington Underpinning behaviour through pay increases and other rewards
Generates information which is used for administrative decisions, like salary increase,
Mc Gregor
promotion, transfer and some times demotion or termination
Rao and
Surveyed the appraisal practice of 25 banks and financial establishments
Iqbal
Score of NA
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Question:
Assume that you are the HR manager of a company QMC. You are asked to design the steps of performance appraisal process.
The design includes seven steps. In which of the following steps of performance appraisal process involves finding out the actual
performance of the employee against standards of performance for finding out deviations?
Response:
Employee performance
Performance review and discussions
Post appraisal actions
Standards of performance
Score of NA
(skipped)
Question:
State which of the following statement is True or False
1. Performance appraisal is the systematic description of the employee job related strengths and weaknesses.
2. Performance appraisal is concerned with both quantitative as well as qualitative factors with respect to the job.
3. Performance appraisal do not help to identify the accountability for standards and results.
4. Performance appraisal is not stopped when a person’s salary is no longer tied to appraisals.
Response:
1F, 2T, 3T,4F
31. 1T, 2F, 3F,4T
1F, 2F, 3T,4F
1T, 2T, 3F,4F
Unit 7
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Question Results
Score of NA
(skipped)
Question:
The purpose of __________ is to identify and assess the potential of the employees.
Response:
Fact-finding exercises
In-basket exercises
Appraisal by rater concerns
Potential appraisal
Score of NA
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Question:
The _______ as an independent mechanism used to have a lot of scope for pleasing the dictatorial way of the bosses, giving them
the liberty to act as per their thoughts and capabilities
Response:
PAR
ACR
EPG
VBM
Score of NA
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Question:
The ________ is done to check the individuals level of understanding.
32. Response:
Group discussions
Fact-finding exercises
In-basket exercises
Interviews with subordinates
Score of NA
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Question:
The ________ method compares each employee with all others in the group, one at a time.
Response:
Paired comparison
Forced distribution
Field review checklist
Graphic ratings scale
Score of NA
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Question:
The _________ method includes an evaluated report created by the appraiser, which basically includes appraising an employee's
performance based on facts and evidences.
Response:
Essay
Straight ranking
Graphic ratings scale
Forced distribution
Score of NA
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Question:
33. The _________ method involves setting particular calculable goals with each employee and then respectively discussing their
progress towards these goals.
Response:
Behaviourally anchored rating scales
Human resource accounting
Management by objectives
Assessment centre techniques
Score of NA
(skipped)
Question:
Under ________ method, the individual with the best performance is taken as an ideal employee.
Response:
Potential appraisal
360 degree method
Appraisal by rater concerns
Field review checklist
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Question Results
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Question:
State whether the following statements are true or false.
1. The qualitative and quantitative aspects of job performance are measured by performance appraisal methods.
2. The main objectives of an appraisal are to evaluate previous performance, to identify the training needs, to set and prepare on
future objectives and goals, and to ease the accomplishment of these goals.
Response:
1T, 2T
1T, 2F
1F, 2T
34. 1F, 2F
Score of NA
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Question:
Which among the following are the common job simulations used in an assessment centre?
1. Fact-finding exercises
2. Analysis of problems and decision-making Oral presentations.
3. No group discussions
4. Interviews with top management
Response:
2, 4
1, 3
1, 2
3, 4
Score of NA
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Question:
Which among the following are the objectives of potential appraisals?
1. Update training and recruitment activities
2. Advise employees about the work to be done to enhance their career opportunities
3. Disable the organisation to draft a management succession programme
4. Inform employees of their past prospects
Response:
1, 4
2, 3
1, 2
3, 4
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. The indefinite, unstructured nature of the essay appraisal makes it highly susceptible to evaluator bias.
2. Straight ranking demands an evaluator to order a group of employees from best to worst overall, or from best effective to worst
effective in terms of a certain condition.
35. Response:
1F, 2 F
1T, 2T
1F, 2T
1T, 2F
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Question Results
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Question:
Match the following sets:
Response:
Match Correct Answer User ans
Essay appraisal Unstructured and undefined to a great extent
Forced distribution Structure of comparative evaluation
360 degree Multi-input approach to performance feedback
Potential appraisal Identification of the hidden talents and skills of a person
Score of NA
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Question:
Assume that you are the HR manager of a company CMQ. You are asked to design performance appraisal using a traditional
method. Which of the following traditional methods of performance appraisal, describes how the employee behaved during the
critical incidents with respect to performance over a period of time?
Response:
Critical incidents method
Field review checklist method
36. Graphic ratings scale method
Forced distribution method
Score of NA
(skipped)
Question:
State whether the following statements are True or False.
1. Performance appraisal is an important component of human resource management, as those organisations requires systematic
information on how well employees are performing in their jobs.
2. Critical incidents method suits well in performance review interviews.
3. Paired comparison method is not a better technique of comparison than the straight ranking method.
4. The initial assessment helps in creating a merit-queue ranking for each employee.
Response:
1F, 2T, 3T, 4F
1T, 2F, 3F, 4T
1F, 2F, 3T, 4F
1T, 2T, 3F, 4F
Unit 8
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Question Results
Score of NA
Question:
The _________ are particularly valuable in situations where the supervisor is not available at the work site and hence cannot
observe the work behaviours and task outcomes.
Response:
Supervisors rating
Self ratings
Subordinates rating
Feedback:
Not the right choice: The feedback from subordinates is particularly effective in evaluating the skil
37. Customers rating
Score of NA
Question:
The _________ are the sources of data, who answer certain questions about the behavioural attitude of individuals .
Response:
Human resource executives
Engineers
Feedback:
Not the right choice: Engineers are not the sources of data, who answer certain questions about th
.
Stakeholders
Sales representatives
Score of NA
Question:
The __________ form of evaluation includes both, the ratings on individuals by supervisor on elements in an employees
performance plan and the evaluation of programs and teams by senior managers.
Response:
Self rating
Peer rating
Customers rating
Feedback:
Not the right choice: Customer feedback serves as the proof for almost all other performance facto
Supervisors rating
Score of NA
Question:
Expand SAM.
Response:
38. Strategic Account Manager
Standard Analysis Method
Subordinates Appraising Managers
Serial Access Memory
Feedback:
Not the right choice: This is not the standard expansion.
Score of NA
Question:
The best way is to use 360 degree feedback for __________.
Response:
Developmental initiatives
Rewards
Appraisal
Promotion
Feedback:
Not the right choice: Promotion is nothing but elevating the position of an employee in the hierarch
Score of NA
Question:
The ______ feedback is firmly planted in behaviours needed to exceed customer expectations.
Response:
180 degree
Top-down approach
360 degree
Bottom-up approach
Feedback:
39. Not the right choice: In bottom-up approach decision-making is centralised at lower levels of the fi
Score of NA
Question:
The _______ gives a chance to the employee to compare his/her abilities, limitations, success with others and judge ones own
performance.
Response:
Self appraisal
Superior appraisal
Subordinate appraisal
Peer appraisal
Feedback:
Not the right choice: Peer ratings are considered when the individuals capability is known or the r
computed.
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Question Results
Score of NA
Question:
State whether the following statements are true or false.
1. A 360 degree performance appraisal is usually integrated into the yearly compensation and grading reviews, which normally
leads to business planning for the next financial year.
2. 360 degree feedback do not assist in assessment and analysis of organisational training needs.
Response:
1T , 2F
1T , 2T
1F , 2T
Feedback:
Not the right choice: Statement 1 is true as 360 degree performance appraisal is usually integrated
grading reviews, which normally leads to business planning for the next financial year. Statement 2
can assist in assessment and analysis of organisational training needs.
40. 1F , 2F
Score of NA
Question:
State whether the following statements are true or false.
1. Individual qualities such as leadership skills, team relations, interactive skills, sales acumen, services, compromising and guiding
ability can be easily calculated or measured.
2. If implemented with care and proper training, a 360 degree feedback can prove to be a highly beneficial addition to your
performance management system
Response:
1F, 2 F
1T, 2F
1F, 2T
1T, 2T
Feedback:
Not the right choice: Statement 1 is false as individual qualities such as leadership skills, team rela
acumen, services, compromising and guiding ability cannot be easily calculated or measured. State
implemented with care and proper training, a 360 degree feedback can prove to be a highly benefic
management system.
Score of NA
Question:
Which among the following are the characteristics of 360 degree feedback?
1. Bottom-up approach.
2. Rank-and-file workers functioning in teams.
3. Feedback provided in an anonymous way.
4. Rely exclusively on the manager to provide feedback.
Response:
1,2
2,4
2,3
1,4
Feedback:
41. Not the right choice: Statement 1 and statement 4 are not the characteristics of 360-degree feedbac
Score of NA
Question:
Which among the following are the characteristics of customers ratings?
1. Better at evaluating outputs.
2. Designing and validating customer surveys and time-consuming process.
3. Need for discrimination is essential.
4. Takes the opinions of multiple subordinates into consideration.
Response:
2,3
1,4
1,2
3,4
Feedback:
Not the right choice: Statements 3 and Statement 4 are not the characteristics of subordinates ratin
ou have completed your quiz attempt. You have scored 0 of 12 possible points.
Question Results
Score of NA
Question:
Match the following.
Response:
Match Correct Answer User answer
Employee should keep note of the tasks
Self rating Excellent indicators of future perform
accomplished.
Supervisors Neglecting this feedback can result in
Traditional source of employee feedback
rating the purpose of the business.
Employee should keep note of the tas
Peer rating Excellent indicators of future performance
accomplished.
42. Match Correct Answer User answer
Customers Neglecting this feedback can result in not serving
Excellent indicators of future perform
rating the purpose of the business.
Score of NA
Question:
Assume that you are the HR manager of a company ABBA. You are asked to establish an appraisal methodology with respect to
360 degree feedback. In which of the following appraisal methods of 360 degree feedback involves the subordinates evaluation of
an individual on parameters like communication and convincing abilities, superior ability to assign the work, and team leading
qualities?
Response:
Subordinate appraisal
Peer appraisal
Superior appraisal
Feedback:
Not the right choice: Superiors appraisal outlines the traditional thought of performance appraisal
actual presentation is rated by the superior
Self appraisal
Score of NA
Question:
State whether the following statements are True or False.
1. Many organisations employ 360-degree feedback without defining the objective and the perspective of the programs clearly.
2. Some employees and managers are fine with the anonymous feedback, some find it difficult to overcome the criticism made
through feedback by an unnamed entity.
3. The data collection is not organised, that is, not prepared in a systematic way through aptitude tests or interviews.
4. Performance evaluations through 360 degree appraisal are not necessary for developing goals and business strategies.
Response:
1F , 2T , 3T , 4F
1T , 2F , 3F , 4T
1F , 2F , 3T , 4F
Feedback:
Not the right choice: Statements 1 is true as many organisations employ 360-degree feedback witho
43. perspective of the programs clearly. Statement 2 is true as some employees and managers are fine
find it difficult to overcome the criticism made through feedback by an unnamed entity. Statement 3
organised, that is, prepared in a systematic way through aptitude tests or interviews. Statement 4 is
through 360 degree appraisal are necessary for developing goals and business strategies .
1T , 2T , 3F , 4F
Unit-9
ou have completed your quiz attempt. You have scored 0 of 7 possible points.
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Question:
In which of the following statistical approaches the deduced grade is observed as the combination of the individuals true capability, a
grader effect, and arbitrary error?
Response:
Common least squares failure
Biased least squares failure
Declaration of misplaced data
Absolute standard
Score of NA
(skipped)
Question:
In _________ evaluators adapt a reverse theory while inspecting their appraisee and thus lean to rate them too harshly.
Response:
Recency effect
Severity effect
First impression errors
Leniency effect
Score of NA
(skipped)
Question:
44. In _________ the parody that an an evaluator develops about a whole group can vary when compared with a single member of the
group.
Response:
Perception differences
Scale shrinking
Stereotyping
Differential effects
Score of NA
(skipped)
Question:
In ___________ evaluation system individuals are graded respectively from best to worst on the basis of their total work
performance.
Response:
Relative standard
Absolute standard
MBO
360 degree
Score of NA
(skipped)
Question:
Sometimes evaluators accept or reject some particular acts or attributes of the individual enormously and, thus grade him/her
confidently on all other measures this is called ___________________.
Response:
First impression errors
Leniency effect
Halo effect
Recency effect
45. Score of NA
(skipped)
Question:
The ______ appraisal process measures an individuals performance keeping in concern only the behavioural parameters
mentioned on the rating scale .
Response:
MBO
360-degree
Halo effect
BARS
Score of NA
(skipped)
Question:
In planning and executing a performance development plan the _________ meeting should be scheduled.
Response:
EEOC
MBO
PDP
GPA
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(skipped)
Question:
State whether the following statements are true or false.
1. In BARS method, members of work groups can estimate each other.
2. If managers identify how to communicate their evaluation of individual performance throughout the working period, they would be
proficient to grant subordinates accurate grades.
Response:
1F, 2 F
46. 1F, 2T
1F, 2F
1T, 2F
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. We cannot overlook the significance and consequence of the evaluation processes in the real time environment.
2. In a recent Human Resources Forum poll for organisations, 16 percent of the people responding had performance appraisal
system.
Response:
1T , 2F
1F , 2T
1T , 2T
1F , 2F
Score of NA
(skipped)
Question:
Which among the following are the characteristics of absolute standard evaluation system?
1. Employees are not compared with each other.
2. Individuals performance is measured and then graded according to the percentages.
3. Employees way of communication, behaviour and consistency is taken into account.
4. Combined work performance of paired employees is matched with other employees involved with the similar tasks.
Response:
1, 2
3, 4
1, 3
2, 4
Score of NA
(skipped)
Question:
47. Which among the following are the disadvantages of BARS?
1. Involves inspectional ability of unstable behaviour
2. Grades are not subjected to different analysis of graders
3. Recognition of crucial behaviours consumes a lot of time and effort
4. It approaches EEOC instructions for reasonable service practices
Response:
1, 2
2, 4
1, 3
3, 4
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Question Results
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(skipped)
Question:
Assume that you are the HR manager of a company MCQ. You are asked to establish a grading system in your organisation. Which
of the following grading systems involves an evaluator not having sufficient data to deduce an objective grading, he/ she may
manage by allotting grades that are thoroughly higher or lower?
Response:
Stringency error
Perception differences
Scale shrinking
Recency effect
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. It is essential to be systematic in creating an application of evaluation, to make sure that essential questions are replied and
related needs are meet.
2. Today, efforts are being made to mitigate subjectivity and rating bias in performance appraisal systems.
3. If employees are not liable for their grades, they should get more influence in the evaluation system.
4. The collection of data is organised using some illogical way.
Response:
48. 1F , 2T , 3T , 4F
1T , 2F , 3F , 4T
1F , 2F , 3T , 4F
1T , 2T , 3F , 4F
Score of NA
(skipped)
Question:
Match the following.
Response:
Match Correct Answer Use
Lead relationship Decisions based on performance assessment
Lag relationship Execute a plan of action that has already been decided upon
Assimilation effects Appreciate who posses uniqueness
Central tendency and averaging Assign nearly equal grades
Unit-10
Question Results
Score of NA
(skipped)
Question:
In Said/Heard—Meant/Felt Matrix, the issue with many performance review sessions is that the communications end at ________.
Response:
Quadrant B
Quadrant A
49. Quadrant D
Quadrant C
Score of NA
(skipped)
Question:
The feedback a person received from a _________ system will surely provide an opportunity for the individual to take an honest
look at themselves.
Response:
Formal-recognition
Team-feedback
Formal-feedback
360-degree feedback
Score of NA
(skipped)
Question:
The main goal of ____________ is to explore the perceptions of others about an individuals performance.
Response:
Team feedback
360-degree feedback
Self-directed feedback
Performance feedback
Score of NA
(skipped)
Question:
The most obvious psychological effect is the potential _____________ process that is a result of many performance feedback
systems.
Response:
Feedback
50. 360-degree
Labelling
Traditional-feedback
Score of NA
(skipped)
Question:
The ______ evaluations usually focus on the results of an individuals efforts during the past year.
Response:
Performance
Formal-performance
Annual-performance
Performance-review
Score of NA
(skipped)
Question:
The __________ spends more time on explaining his or her rationale for rating the person the way he or she did than on anything
else during the review.
Response:
Evaluator
Supervisor
Employee
Subordinate
Score of NA
(skipped)
Question:
The ______________ includes all those ways people might receive feedback that do not require executive approval in order for it to
be provide.
Response:
51. Informal-recognition
Formal-recognition
Recognition
Formal feedback
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Question Results
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. Performance Appraisal Feedback Models help us to achieve what is known as a meaningful performance feedback.
2. Feedback serves as a cornerstone to help managers to improve their performance in any organisation.
Response:
1F, 2 F
1T, 2F
1F, 2T
1T, 2T
Score of NA
(skipped)
Question:
Which among the following are the characteristics of self directed feedback?
1. Feedback schedule is set by the system.
2. Individual sets own feedback schedule within certain parameters.
3. Individual develops own procedures.
4. Feedback is administered according to established procedures.
Response:
1, 2
3, 4
2, 3
52. 1, 4
Score of NA
(skipped)
Question:
Which among the following relates to Team-feedback?
1. Employees team members provide feedback.
2. Give the individual personal feedback from a variety of perspectives.
3. Helps everyone to work more efficiently.
4. Provide the individual a more complete understanding of how others perceive them.
Response:
1, 2
3, 4
1, 3
2, 4
Score of NA
(skipped)
Question:
State whether the following statements are true or false
1. The purpose of creating a personal performance feedback mission is to develop a formal statement that identifies what you plan
to achieve by your performance feedback planner.
2. The most important aspect of Performance Appraisal Feedback Planner is that it meets the goals and expectations of an
organisation and those participating in the process.
Response:
1F , 2T
1T , 2F
1T , 2T
1F , 2F
Unit-11
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53. Question:
The ____________ theory lays great emphasis on the need of feedback of information on performance, if employees are to be
motivated to perform well.
Response:
Expectancy
Appraisal system
Goal-setting
Reward
Score of NA
(skipped)
Question:
What does reliability reflect?
Response:
Validity
Reward
Standards
Repeatability
Score of NA
(skipped)
Question:
In 1964, _____________encouraged an outbreak of research interest in expectancy theory.
Response:
Tolman
Georgopoulos
Victor Vroom
Lewin
Score of NA
(skipped)
54. Question:
In a paper published by _____________ argued that goals pursued by employees can play an important role in motivating superior
performance.
Response:
Lewin
Edwin Locke
Fowler
Georgopoulos
Score of NA
(skipped)
Question:
The ____________ express scientific performance levels or changes of levels to be attained in future, rather than a minimum level
of performance.
Response:
Targets
Benchmarking
Milestone
Standards
Score of NA
(skipped)
Question:
The ____________ is done to measure whether the organisation is achieving the goals which were set by them.
Response:
Quantitative measure
Qualitative measure
Expectancy theory
Appraisal system
55. Score of NA
(skipped)
Question:
The ____________ mark the accomplishment of significant stages of program performance.
Response:
Expectancy theory
Standards
Milestones
Benchmarking
Unit-12
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Question Results
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. It is a misconception to think that by having an appropriate rating system, the objective can he achieved.
2. The emphasis on numbers is not a problem in performance management systems.
Response:
1T , 2F
1F , 2F
1F , 2T
1F , 2T
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. Many surveys of Fortune 500 or 1000 companies signify a high degree of appreciation with the performance management and
appraisal systems.
2. Human resource people almost constantly claim that their performance management systems are excellent and working well.
Response:
56. 1F, 2 F
1F, 2T
1T, 2T
1T, 2F
Score of NA
(skipped)
Question:
Which among the following are the types of competencies which are required for effective implementation of performance
management systems?
1. Business sense and participation in the main business of the organisation.
2. A rating of seven is given by a conservative materials manager to a well-performing subordinate.
3. A rating of seven is given by an indulgent IT manager to an average programmer.
4. Information and facts of all the departments and gratitude for each of them and their roles.
Response:
1, 2
2, 3
1, 4
3, 4
Score of NA
(skipped)
Question:
Which among the following can be achieved by the companies with the help of performance management framework?
1. Clearly converse the goals and key performance strategies across the entire organisation.
2. Helps in performance measuring, evaluating, and reporting.
3. Instantly publish the performance data.
4. Measures and reports all types of planning performance.
Response:
1, 4
1, 3
2, 3
57. 2, 4
You have completed your quiz attempt. You have scored 0 of 8 possible points.
Question Results
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. It is a misconception to think that by having an appropriate rating system, the objective can he achieved.
2. The emphasis on numbers is not a problem in performance management systems.
Response:
1T , 2F
1F , 2F
1F , 2T
1F , 2T
Score of NA
(skipped)
Question:
State whether the following statements are true or false.
1. Many surveys of Fortune 500 or 1000 companies signify a high degree of appreciation with the performance management and
appraisal systems.
2. Human resource people almost constantly claim that their performance management systems are excellent and working well.
Response:
1F, 2 F
1F, 2T
1T, 2T
1T, 2F
Score of NA
(skipped)
Question:
Which among the following are the types of competencies which are required for effective implementation of performance
management systems?
1. Business sense and participation in the main business of the organisation.
58. 2. A rating of seven is given by a conservative materials manager to a well-performing subordinate.
3. A rating of seven is given by an indulgent IT manager to an average programmer.
4. Information and facts of all the departments and gratitude for each of them and their roles.
Response:
1, 2
2, 3
1, 4
3, 4
Score of NA
(skipped)
Question:
Which among the following can be achieved by the companies with the help of performance management framework?
1. Clearly converse the goals and key performance strategies across the entire organisation.
2. Helps in performance measuring, evaluating, and reporting.
3. Instantly publish the performance data.
4. Measures and reports all types of planning performance.
Response:
1, 4
1, 3
2, 3
2, 4
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Question:
Assume that you are the Manager of a well known company. You are asked to carry out the review of performance management
system. To conduct an efficient review of the performance management system the written statement should have few things.
Which of the following things will your wriiten statement cover to have an efficient review of the performance management system?
1. Conduct an assessment of overall performance.
2. Have an overall summary of the progress made towards each objective.
3. The time/date of the meeting agreed well in advance.
4. An objective for the meeting which provides focus/purpose.
Response:
59. 1, 2
1, 3
2, 4
3, 4
Score of NA
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Question:
State whether the following statements are True or False.
1. Everyone who is part of the organisation is authorised with everything to actively participate in the performance management
process.
2. Performance management system emphasises on performance improvements of individuals, teams and organisations,
performance planning, analysis, review, development and improvements.
3. Human resource department image and inability to promote a sense of ownership of the system among the managers is one of
the problems of design mistakes.
4. The review of a performance management system must focus upon achievements and not allow a full discussion on areas for
development.
Response:
1F , 2T , 3T , 4F
1T , 2F , 3F , 4T
1F , 2F , 3T , 4F
1T , 2T , 3F , 4F
Score of NA
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Question:
Match the following sets:
Response:
Match Correct Answer U
Implementation mistakes Nature of the system
Performance management system Review mechanisms essentially to bring performance improvements
60. Match Correct Answer U
Appraisal system Review mechanisms to ensure objectivity in ratings
Design mistakes Lack of organisational support
Unit-13
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Question Results
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Question:
Performance based _______ aids in creating a necessary talent pool of employees for the future needs of the organisation.
Response:
Promotion
Development
Performance evaluation
Succession planning
Score of NA
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Question:
The two-way process of making informed human resource policy and management choices based on a suitable study of relevant
data and information is called ____________.
Response:
DDDM
TED
TRP
Peter principle
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Question:
61. The word _______ is used to refer to imparting of specific instructions done one on one.
Response:
Dimensions
Determinants
Training
Peter Principle
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Question:
The _____ is a well planned system designed to improve or develop skills, knowledge, and abilities to perform a particular task or
job.
Response:
Development
Performance evaluation
Training
Determinants
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Question:
The ________ allows the appointing authority to coach an employee and evaluate the employees evolution, effort and adaptability.
Response:
Performance evaluation
Promotion
Probationary phase
Development
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Question:
62. The ________ can affect organisational units with the virus of envy if not properly handled.
Response:
Promotion
Performance evaluation
Peter Principle
Dimensions
Score of NA
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Question:
The ________ planning is basically ensuring to have the right people in the right place at the right time.
Response:
TRP
Succession
TED
Performance evaluation
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Question:
Succession planning is based on which of the following factors ?
1. Positions for which the planning is carried out.
2. Present and past performance intensity of the employees.
3. Tackle the most important human resource questions of the day.
4. Weigh the available evidence.
Response:
1, 2
1, 3
63. 2, 4
3, 4
Score of NA
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Question:
Which among the following are the vital elements of the context matter?
1. Historical and cultural factors.
2. Convolution of what is being presented.
3. Health system factors.
4. Beliefs and values as well as current position on certain issues.
Response:
1, 2
3, 4
1, 3
2, 4
Score of NA
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Question:
State whether the following statements are true or false
1. It is habitually satisfactory for the promoted employee to still receive just their previous salary during probation.
2. The practice in some companies of just announcing somebody promotion out rightly is a good practice.
Response:
1T , 2F
1F , 2T
1T , 2T
1F , 2F
Score of NA
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Question:
State whether the following statements are true or false.
1. Training activities and developmental activities both mean the same.
2. There are two approaches of training development.
64. Response:
1F, 2 F
1F, 2T
1T, 2T
1T, 2F
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Question:
Match the following sets:
Response:
Match Correct Answer User answer
Career planning Constant progression
Succession planning Complex process
Performance evaluation Decisions on promotions, placements
Review process Evaluate attitude, ability
Score of NA
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Question:
Assume that you are the HR manager of a company MCQ. You are asked to establish career planning which involves many steps.
In which of the following steps of career planning does each elected superior and training head develop and execute a program to
improve the job and career related skills of employees so that they may deliver more valuable service to the organisation?
Response:
Training
Evaluating Probationary Employees
65. Promotion
Performance evaluation
Score of NA
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Question:
State whether the following statements are true or false.
1. Data-driven decision-making is a core function that must be implanted into the culture of organisation.
2. The nature of bonding between the possible data users within an organisation is one of the most critical dynamics determining
success or failure.
3. When presented with convincing data, people tend only to reject new ideas based upon individual inclination.
4. The planning is the entire setting or environment in which human resource data are being gathered, analysed and used to make
policy and management decisions.
Response:
1F , 2T , 3T , 4F
1T , 2F , 3F , 4T
1F , 2F , 3T , 4F
1T , 2T , 3F , 4F
Unit-14
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Question:
The ________ refers to compensation relationships external to the organisation such as the comparison with competitors.
Response:
Reward policies
Classical conditioning
External competitiveness
Algorithmic compensation
Score of NA
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66. Question:
A _________ manager is rewarded if a project is completed on time and at the lowest price.
Response:
Operations
Maintenance
Project
Store room
Score of NA
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Question:
Employee benefits are directly linked to tax and social security legislation in ________.
Response:
Classical conditioning
Reward policies
Reward strategy
External environment
Score of NA
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Question:
In order to obtain profits the _________ should recognise the performance or behaviours that will contribute to the reward system
development.
Response:
Entrepreneur
Maintenance manager
Operations manager
Store room manager
Score of NA
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67. Question:
The term __________ is used to explain behaviour, which has been encouraged by reward or discouraged through punishment.
Response:
Classical conditioning
Operant conditioning
Reward strategy
Algorithmic compensation
Score of NA
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Question:
The ________ of an organisation can have a lot of impact on the organisational strategy, which in turn, can influence the reward
system.
Response:
Internal environment
Classical conditioning
Experimental compensation
Algorithmic compensation
Score of NA
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Question:
The ________ refers to assessments among jobs or skill levels within an organisation.
Response:
Experimental compensation
Algorithmic compensation
Internal alignment
Reward policies
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68. Question Results
Score of NA
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Question:
State whether the following statements are true or false
1. Managers at the corporate level are anxious about the strategic scope of the organisation and about the corporate strategy which
addresses the main concerns of the multidivisional firms.
2. Organisations should focus on reward very vigilantly and develop a clear reward strategy before moving to implementation.
Response:
1T , 2T
1T , 2F
1F , 2T
1F , 2F
Score of NA
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Question:
State whether the following statements are true or false.
1. A reward systems success always depends upon the types of reward drivers and analysis of the same.
2. A modern culture is characterised by fraternal relationships, long-term assurance, a sense of tradition and style, interdependence,
loyalty, and collective initiative.
Response:
1F, 2 F
1T, 2F
1F, 2T
1T, 2T
Score of NA
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Question:
Which among the following are the challenges and difficulties faced by organisations regarding reward management?
1. Weak performance evaluation capabilities of line managers who decide on merit and more generally, lack of trust.
2. Absence of a common set of expectations regarding management style or philosophy.
3. Poor performance management failing to motivate.
4. Limited interaction and individual initiative.
Response:
69. 1, 2
3, 4
1, 3
2, 4
Score of NA
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Question:
Which of the following are the characteristics of the reward system ?
1. Payment of management bonuses based on the performance of their department.
2. Base salary increases on the basis of external labour market circumstances and performance.
3. Encouragement of a strong sense of freedom and individuality.
4. Purely contractual relationship between individual and organisation.
Response:
1, 2
1, 3
2, 4
3, 4
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Question:
Match the following.
Response:
Match Correct Answer U
Internal reward driver Business unit of the organisation
Organisations objectives Vision and mission
70. Match Correct Answer U
Multiple measures/procedures Improved financial performance along with enhanced customer service
Operations and maintenance Do not work as a team
Score of NA
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Question:
Assume that you are the HR manager of a company HYX. You are asked to establish a reward system. The culture followed in the
organisation is a normal culture. You have to establish a bonus-based reward system. Which of the following happens in bonus-
based reward system?
1. Bonuses are comparatively small and based on corporate performance.
2. A major increase in salary is due to tenure of employment and performance.
3. Determination of suitable rewards.
4. Communication of plans to employees.
Response:
1, 2
2, 3
1, 4
3, 4
Score of NA
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Question:
State whether the following statements are True or False.
1. Pay bands should be broader and competences should be included as variables determining base pay levels.
2. A mechanistic organisational structure is characterised by a high degree of centralisation, standardisation, and a narrow span of
control.
3. If individual work is a business goal, a bonus system that rewards employees who progress their efficiency by themselves or at
the expense of another is not logical.
4. Many storeroom managers will agree that they might be in more dilemmas if they overspend the maintenance funds than
required.
Response:
1F , 2T , 3T , 4F
1T , 2F , 3F , 4T
71. 1F , 2F , 3T , 4F
1T , 2T , 3F , 4F
Unit-15
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Question:
Identify one of the step followed while building an ethical organisational culture.
Response:
Focus on how ethics and values can be inculcated into the design of key systems, which include per
systems.
Growth, Development, Harmony, Effectiveness and Profitability
Rewarding people for doing the right thing and challenge them when they do the wrong thing
It behaves as an instrument to create economic growth and banish poverty.
Score of NA
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Question:
Identify the guidelines that ensure that the ethics management program is operated in a meaningful fashion
Response:
Specific
Profitability
Value forgiveness
Strategically Linked
Score of NA
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Question:
Identify the objectives of performance appraisal.
72. Response:
Provide simplicity of the expectations and responsibilities of the functions to be performed by the em
The employee is given an opportunity to speak about the problems to the superior.
Serving people to recognise and deal with their error.
Purpose acts as a way of operating with high values which in turn ties the organisation to its environ
Score of NA
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Question:
The most important ingredient that helps us to remain ethical is in trying to behave ___________.
Response:
Ethical
Effectiveness
Accountable
Performance
Score of NA
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Question:
To abandon or abuse the performance appraisal process is a violation of _____________.
Response:
Responsibility
Business ethics
Resources
Harmony
Score of NA
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Question:
Defining __________ will ensure a sense of urgency and purpose on the part of the employee.
73. Response:
Mutual goals
Ethics
Accountability
Development
Score of NA
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Question:
HR system is the solution to the development and ______________ of moral traditions.
Response:
Profitability
Maintenance
Performance
Organisation
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Question:
Identify the codes of conduct need to be followed to ensure the implementation of the ethics programs.
1. Being reliable and prompt.
2. Give an insight into the necessary training and development.
3. Complying with laws and regulations.
4. Perform as an instrument to create economic growth and banish poverty.
Response:
1, 3
1, 2
2, 4
74. 1, 4
Score of NA
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Question:
State whether the following statements are True or False:
1. HRM personnel are the best driving factors for building a strong ethical foundation. Only then can they succeed in creating an
organisation which comfortable and civilised.
2. It is understood and incorporated that every significant management decision has ethical value dimensions tagged to it.
Response:
1T, 2T
1F, 2T
1T, 2F
1F, 2F
Score of NA
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Question:
State whether the following statements are True or False:
1. Most of the HRM professionals argue that it is difficult to stick on to the ethical codes because of pressures from political,
economic and social groups.
2. Unethical conduct should not be disciplined.
Response:
1F, 2T
1F, 2F
1T, 2T
1T, 2F
Score of NA
(skipped)
Question:
Which of the following are steps to be followed while building an ethical organisational culture?
1. Run training courses on values and ethics.
2. Value forgiveness.
3. Occurrence of ethical dilemmas should be avoided.
4. Reward people for doing the right thing and challenge them when they do the wrong thing.
75. Response:
1, 2
2, 3
1, 4
3, 4
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Question:
State whether the following statements are True or False:
1. Helps to determine the gap between the actual performance of the employee and what exactly is required or desired by the
organisation.
2. Provide useful information towards the decision making concerned with areas of promotion, merit rating and compensation
reviews.
3. People should not be encouraged to raise concerns about the unethical actions of colleagues.
4. A clear purpose and strategy are necessary for the overall ethical development of an organisation.
Response:
1T, 2T, 3F, 4T
1T, 2F, 3F, 4F
1F, 2F, 3T, 4T
1T, 2F, 3T, 4F
Score of NA
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Question:
Match the following sets:
Response:
Match Correct Answer
76. Match Correct Answer
A well written performance objective focuses on the goals and the path required
Realistic to meet the objective. And challenge employees towards continuous improvement,
but should not be unrealistic or unattainable.
Strategically Is performance objectives which help to create a link between the direction of each
Linked individual employee and the goals of the entire organisation.
Reduces the chances for disputes or confusion during the performance
Specific appraisal time and allows individuals to focus their efforts and guides them
in making the necessary changes to achieve results.
Value This involves helping people to recognise and address their mistakes.
forgiveness You should be able to continue to support them in their struggle to operate ethically.
Score of NA
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Question:
Assume that you are working as the HR manager for a financial organisation, wherein, you believe that the work environment is not
following the ethics of the organisation. You wish to rectify this situation by encouraging good work place ethics. You have decided
to draft a mail stating the advantages of the same. Which among the following is the initial step that will help you in your process?
Response:
To encourage good work place one needs to establish an organisational role to
manage ethics by scheduling an ongoing assessment on the ethics requirements.
Understand that managing ethics is an ongoing process.
Provide useful information towards the decision making concerned.
Focus on how ethics and values can be inculcated into the design of key systems.