Question 31. Studies of performance appraisal systems show that the most influential element on the effectiveness of the system is the:

31. Studies of performance appraisal systems show that the most influential element
on the effectiveness of the system is the:
a) number of employees for whom the rater is responsible.
b) intelligence and experience of the rater.
c) type of tool or system used.
d) gender and age of the employee being evaluated.
e) job category for which the performance is being evaluated.
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32. Performance appraisals are subject to any number of errors. ______ is an error
introduced by some type of consistent bias on the part of the rater.
a) Rater error
b) Influence of liking
c) Organizational politics
d) Instrument invalidity
e) Team bias
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33. Which of the following does a manager need to minimize in order to ensure an
accurate measure of worker performance?
a) Organizational politics.
b) Legal issues.
c) The influence of liking.
d) Rater errors and bias.
e) All of the above
34. You are reviewing the performance appraisal conducted by your middle
managers. You notice that Carrie tends to give each employee the same score
across all dimensions of the evaluation. For example, Brian’s scores all are in the
average range while Karl’s all tend to be in the excellent range, even though you
know that each man has done very well on some and very poorly on some of the
dimensions. Brian and Karl’s evaluations exhibit:
a) the impact of liking.
b) a halo error.
c) their awareness of organizational politics.
d) the use of a group evaluation for rating individual performance.
e) restriction of range error.
35. You are training first-line supervisors on how to give performance appraisals. In
your explanation of the halo error, you tell these managers that they can avoid
this mistake if they:
a) are sensitive to organizational considerations when they evaluate employees.
b) remain current on HRM and EEO laws.
c) use the proper tool in the correct format for each evaluation.
d) consider each dimension individually, and don’t make an overall assessment of
performance and then tailor the evaluation to that assessment.
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e) guard against developing personal relationships with their employees.
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36. Two line managers, Cameron and Ty, are performing appraisals on their
subordinates. As they discuss their findings, they realize that they have very
similar views on how they rate performance. The work that Cameron rates as
excellent, Ty rates as excellent. The work that Ty rates as average, Cameron rates
as average. This similarity indicates:
a) a high rate of comparability between the two raters.
b) a restriction of range error.
c) a low rate of comparability between the two raters.
d) central tendency errors between the two raters.
e) the influence of liking.
37. Raters who commit severity errors generally:
a) rate employees on the basis of liking.
b) restrict ratings to the high portion of the appraisal scale.
c) restrict ratings to the low portion of the appraisal scale.
d) rate employee performance similarly in all appraisal areas.
e) become victims of organizational politics.
38. Many organizations train managers to enhance the quality of the performance
appraisal process. Frame-of-reference training has been found to be particularly
effective in eliminating:
a) the effect of organizational politics.
b) the problems of the mismatch of the evaluation tool and the purpose of the
evaluation.
c) the problem of liking the employee.
d) all legal issues in the performance review process.
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e) most errors and the impact of personal bias.
39. Frame-of-reference training for managers who appraise employee performance
uses ______ to help managers improve the accuracy and consistency of the
performance evaluations they conduct.
a) role playing
b) fictitious examples of performance and group discussion of the rating given
c) lecture and discussion
d) examples of incorrect evaluations
e) performance appraisals that managers have actually conducted and small
group discussion
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40. Which of the following is true of rater bias?
a) Training raters to eliminate errors often lowers rater bias.
b) Rater bias is always conscious.
c) Liking is a type of rater bias.
d) Rater bias is always subconscious.
e) Rater bias has little effect upon employee evaluations.
41. As proven by the Segar v. Civiletti case, negative bias:
a) occurs primarily in evaluations of women.
b) occurs primarily in evaluations of African-Americans.
c) is no longer a legal concern.
d) can occur even in the federal government.
e) is always unconscious bias.
42. Which of the following is true about the impact of the influence of liking on the
performance appraisal process?
a) It is a gender and ethnic origin problem that occurs mostly in older, white
male supervisors and less in younger Latina supervisors.
b) A supervisor’s feelings toward an employee have a greater impact on the
performance rating than does actual performance.
c) It has little actual impact on an individual’s performance evaluation.
d) The impact is greatest in absolute performance appraisal systems.
e) All of the above are true.
43. _____ is one way managers can counter or minimize the influence of liking on the
performance evaluations they conduct.
a) Frame-of-reference training
b) Experience, simply having conducted many performance evaluations,
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c) Keeping a performance diary on each employee they evaluate
d) Developing a sensitivity to the organizational politics involved in the process
e) Conducting group, rather than individual, performance evaluations
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44. The first step in managing personal bias due to an emotional reaction to an
employee is to:
a) keep a monthly performance log.
b) go through diversity or sensitivity training.
c) be aware of your personal emotional reaction so you can guard against its
effect.
d) form a general impression of the employee’s performance and write the
evaluation from that perspective.
e) get to know employees on a personal level so you understand why they
behave the way they do.
45. One way to guard against the impact of liking on a performance appraisal is to keep
a performance diary for each employee. For managers, keeping performance
diaries is often:
a) tedious and time consuming.
b) a way to vent their frustrations about individual employees.
c) a guarantee against bias due to liking.
d) a relatively speedy process which provides legal justification for the appraising
process.
e) a good alternative to intervening directly when poor employee performance
becomes a concern.
46. When managers use performance appraisals to communicate a message to an
employee rather than to measure actual performance, the performance appraisal
is being influenced by:
a) rater bias.
b) the rater’s frame-of-reference.

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