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Performance Appraisal

Subject : business-skills
Instructions:
  • Answer 40 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • Match each statement with the correct term.
  • Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Similar to grading on a curve; predetermined percentages of ratees are placed in various performance categories.






2. Having supervisors electronically monitor the amount of computerized data an employee is processing per day - and thereby his or her performance.






3. a.) Preparation: self-appraisal received by supervisor and supervisor reviews relevant documentation b.) Interview: Superviser and supervisee share their views re supervisee's performance. Current-to-expected performance gaps identified and T&D needs






4. Traits-oriented rating method - Behaviour-oriented rating method - Results-oriented rating method






5. Who conducts performance appraisals?






6. Common sources of error in performance evaluation - Response biases - Low reliability across raters






7. The listing and analysis of incidents relating to ineffective job-performance with a view to assessing the worth of a job and/or the performance of an employee. It is emplyed in job-analysis as well as PA.






8. A scale that lists a number of traits and a range of performance for each. The employee is then rated by identifying the score that best describes his or level of performance for each trait.






9. Personal biases/standards - Observation context - Observation timing - Cognitive processing (e.g emotions)






10. Job related and based on JA - Properly administered (formal - standardized and straightforward)- Properly documented (PA ratings - interviews & goals) - Specific feedback (goal setting - T and D - Milestones) - Focus on behaviours rather than tra






11. The continuous process of identifying - measuring - and developing the performance of individuals and teams and aligning their performance with the organization's goals.






12. Rank order - Paired comparisons - Forced distribution






13. An appraisal that is too open to interpretation.






14. An appraisal technique that attempts to eliminate the severity - leniency and/or central tendency errors on the part of the rater by requiring the rater to place the ratees on a normal curve where a specified small percentage are rated as 'excellent






15. In performance appraisal - the problem that occurs when a supervisor's rating of a subordinate on one trait biases the rating of that person on other traits.






16. The problem that occurs when a supervisor tends to rate all subordinates either high or low.






17. Results-oriented appraisal system which sets specific goals and key result areas (KRA's) for each employee based on the overall goals of the organisation - and evaluates the employee's performance against such KRA's so that the evaluation is based o






18. The management of one's career with reference to one's life-goals rather than work goals - where the primary responsibility for managing career is with the individual not the organisation.






19. EXLPORATION: >30 years who seeks to identify one's interests and skills and the job that fits with them ESTABLISHMENT: 30-45 years seeking growth and development MAINTENANCE: 45-60 years seeking to hold onto accomplishments and update skills DISENGAG






20. Halo and Horn effects - Leniency and severity - Central tendency






21. Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is the better employee of the pair.






22. The assessment of employees on a set of behaviours identified as being related to job-performance. Leads to long-term employee perspectives. Many methods.






23. Keeping a record of uncommonly good or undesirable examples of an employee's work-related behaviour and reviewing it with the employee at predetermined times.






24. 1.) Examples of effective and ineffective behaviour related to the job are collected by SME's 2.) These data are then converted into performance dimensions by: - grouping behaviours into groups of 'like' - defining that group of behaviours 3.) SME's






25. A tendency to rate all employees the same way - such as rating them all average.






26. Graphic scales with different points on the scale which are behaviourally defined based on a prior analysis of critical incidents of the job.






27. Evaluating an employee's current and/or past performance relative to his or her performance standards.






28. An interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths.






29. An appraisal technique where a superior is required to compare each employee with every other employee in pairs and compute each one's overall rank based on the aggregating the ranks received in pairs.






30. The tendency to allow individual differences such as age - race and sex to affect the appraisal ratings employees receive.






31. Ranking employees from best to worst on a particular trait - choosing highest - then lowest - until all are ranked.






32. Progress was by vertical - upward movements in the same company for the high-performing employees.






33. A system of ensuring the expected performance from employees through a process of - Clarifying expectations - Setting goals - Evaluating individual performance - Giving feedback and rewards






34. Behaviour checklist - Graphic rating scales - Behaviourally anchored rating scales (BARS) - Critical incidents method - Ranking of employees - Paired comparisons - Forced distribution






35. The process by which employees acheive their career goals with assistance from the organisation through various activities to clarify one's strengths - weaknesses - interests - competencies and values. The desired outcome of training and performan






36. Be aware of their interests - skills and values - Build on their strengths and weaknesses - Identify career goals and job opportunities






37. Proximity errors - Contrast effects






38. The assessment of employees on the extent to which the expected results have been achieved. Leads to short-term employee perspectives.






39. Provide feedback on various performance criteria (poorly conducted it might lead to low morale and perceived equity) - Providing legal and formal justification for organisations to make employment decisions - Identifying developmetal needs of employe






40. The assessment of employees on a few personality traits identified as being related to job performance. Least popular due to inconsistent correlations (except moderate one for conscientiousness)