Question 61. In most U.S. organizations, an employee’s performance appraisal interview an

61. In most U.S. organizations, an employee’s performance appraisal interview and
salary review are conducted in the same meeting. Research shows that tying these
two events together:
a) results in employees receiving lower raises than if the two events are
separated.
b) causes managers not to take the performance appraisal as seriously.
c) results in the managers focusing on the salary issue and overlooking the
performance appraisal.
d) leads employees to ignore the performance feedback and focus only on the
salary review.
e) causes managers to take the appraisal more seriously while energizing the
performance discussion.
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62. Your text argues for which of the following as the best model of performance
management?
a) Separating the performance appraisal and salary review.
b) Incorporating judgment and coaching in the performance review.
c) Separating goal setting and action planning from the formal review.
d) Replacing the formal review with informal day-to-day feedback and
performance management.
e) None of the above
63. Which of the following is a benefit of incorporating salary discussion into the
appraisal interview?
a) Tying salary to assessment generally decreases an employee’s anxiety over the
appraisal process.
b) Feedback and assessment may become simply a meaningless exercise if salary
implications are ignored.
c) Managers will be more conscientious when assessing employees if money is at
stake.
d) There is no benefit.
e) b and c
64. Which of the following is a “microskill” that managers should use in employee
appraisal interviews?
a) Using open questions only.
b) Paraphrasing employees’ responses back to them. This often sounds like a
challenge of the employees’ statements.
c) Not referring to feelings or the emotional aspects the employee may have
about the job.
d) Nonverbal attending.
e) Maintaining a distinct manager/subordinate atmosphere.
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65. Those who manage employee performance effectively share some common
management characteristics, such as:
a) the ability to motivate.
b) a thorough knowledge of HRM law.
c) a minimal use of progressive discipline.
d) the exploration of causes of performance problems.
e) a behavioral-based approach to managing people.
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66. Employee performance on the job is primarily a function of the employee’s:
a) ability, motivation, and situational factors.
b) external situational factors largely beyond his/her control.
c) ability and his/her working conditions.
d) supervision and motivation.
e) manager’s effectiveness in directing and listening.
67. More and more companies are adopting an upward performance appraisal process
of:
a) peer reviews.
b) self reviews.
c) team reviews.
d) outcome-based reviews.
e) subordinate reviews.
68. An inclusive list of factors that affect performance includes: ability, motivation,
and situational factors. Which of the following would be a situational factor?
a) An employee arrives at work late every day.
b) An employee exhibits job knowledge.
c) The employee receives poor supervision.
d) The employee is suffering from burnout.
e) All of the above
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69. If supervisors want to help employees gain insight into their performance
problems and have input into the performance appraisal, they should consider
using:
a) peer reviews.
b) self reviews.
c) team reviews.
d) outcome-based reviews.
e) subordinate reviews.
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70. Ahmad has been a line manager at a large jewelry factory for nearly 10 years. This
year, the factory is letting the employees directly under him contribute to Ahmad’s
performance appraisal. This is an example of:
a) subordinate review.

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