HR MANAGEMENT QUIZES QUESTIONS AND ANSWERS ....100% CORRECT

d. Provide opportunities to practice skills e. Management should actively support training 51. When should evaluation of a training program occur? a. Before the training program takes place b. During validation of the training program c. While training is occurring d. After training has occurred e. During training or after training has occurred 52. Which of the following is a reason why training is needed for first-time supervisors/managers? a. People are promoted for technical competence but succeed in management on people skills b. The new manager will have to operate in a global environment c. The literacy skills of employees may be very low d. Managers are now much younger than they were 10 years ago e. The new manager will have to operate in a team environment 53. Which of the following is a benefit of diversity training? a. Only A and B are benefits of diversity training b. It inhances cross-cultural sensitivity among supervisors c. A, B, and C are all benefits of diversity training d. It improves customer service e. It aims to create more harmonious relationships in the workplace 54. A response to the challenge of literacy noted in your text is: a. Industry has to implement training strategies with the objective of raising literacy levels b. Prepare training material for a very low reading level c. Include literacy training in all training programs d. Training focuses on younger workers who have higher levels of literacy e. Provide a mentor to learners with marginal literacy while involved in a training program Performance Management 1. What is the difference between performance management and performance appraisal? a. Performance management is the same as performance appraisal b. Performance management is part of performance appraisal c. Performance management is the complete process involving all elements relating to improving employee performance d. Performance appraisal is more accurate than performance management e. Performance appraisal is measuring performance, performance management is controlling it. 2. Which of the following would not be considered part of the performance management process? a. Training and development b. Disciplinary action c. Pay for performance d. Employee health and safety program e. Career management 3. Michelle is a bright and promising new employee in her organization but she does not seem to be living up to expectation as shown by her performance appraisal. She is pleased by the pay that she receives and is looking forward to participating in development workshops. What part of the performance management process seems to be the greatest problem in Michelle’s case? a. Conducting development discussions b. Defining performance expectations c. Conducting performance appraisals d. Determining performance rewards e. Discussing career opportunities 4. Bob, a very successful salesperson paid on straight commission, has been told that he should be less aggressive with customers and has attended workshops that have shown him how to effectively communicate in a less aggressive fashion. Yet bob continues to behave in the same way. Which of the following would most likely be the issue? a. Bob’s personality may not allow bob to change his behaviour b. The reward system in bob’s organization does not match the performance expectations c. Bob does not understand the behavioural expectations in this position d. Bob may simply not want to change e. Bob may no be receiving the appropriate level of coaching to change his behaviour to match expectations. 5. Chan is unsure of how successful his most recent project was. What should he do first? a. Monitor his own performance b. Ask for feedback from his manager c. Ask for feedback from his co-worker d. Postpone his performance appraisal until things are certain to be positive e. Await the results of this performance appraisal. 6. What is measured using the typical graphic rating scale? a. Outcomes b. Overall performance c. Traits d. Results e. Behaviours 7. The alternation ranking, paired comparison, and forced distribution methods of performance appraisal attempt to overcome a problem with graphic rating scale. What problem is this? a. Lack of specific relationship to the job b. Tendency for managers to rate all employees as average c. Tendency for traits to be too generic d. Lack of clarity in values of appraisal e. Lack of clarity in what is being appraised 8. Which of the following is a criticism that can be applied to the graphic rating scale, the forced distribution, and paired comparison method? a. All methods focus too much on performance b. All methods focus too much on behaviour c. All methods focus too much on traits d. There is an overreliance on numerical measurement e. All methods focus too much on results. 9. Grace, a firefighter, is engaged in critical incident method of performance evaluation. What would likely be the behaviours that would be most important in this evaluation? a. Behaviours involved in staying in shape b. Behaviours involving in fighting a fire c. Behaviours involving maintaining equipment d. Behaviours demonstrated in training e. Behaviours involved in dealing with the public 10. What is the major difference between the critical incident method and narrative forms? a. Critical incidents are simply specific examples of narrative forms b. Critical incidents focuses on examples of desirable or undesirable behaviours, narrative forms focus on performance issues c. Narrative forms focus only on important issues and performance d. Critical incidents are focus only on important issues and performance e. Narrative forms tell a complete story, critical incidents do not. 11. Which of the performance rating methods is most likely to demonstrate the problem of “unclear performance standards”? a. Narrative forms b. Graphic rating scales c. Behaviourally anchored rating scales d. Forced distribution e. Critical incident method 12. Which of the following is a good objective in a management by objectives system? a. Cut heating cost by 2% b. Reduce employee turnover in 2010 c. Reduce overtime by 5% in 2010 d. Hire more staff members who have university degrees e. Increase sales by 10% 13. Vanessa is a stunning woman who routinely gets very good performance appraisals from her male supervisors in spite of having results that are very similar to those of her co- workers. This is likely an example of which rating problem? a. Appraisal bias b. Recency effect c. Halo effect d. Leniency error e. Similar-to-me bias 14. Paula, who is new in her job, is disturbed by the behaviour of her staff. They are avoiding performance appraisal meetings, changing their behaviour a lot when they think that she is observing them and are doing only what they think they are being evaluated on. What may be the problem here? a. Paula’s staff members are overworked b. Paula is not trained in performance appraisal c. Paula’s staff may be concerned that insufficient time is deboted to performance appraisals d. Paula’s staff appear to have had a negative previous experience that they are reacting to e. Paula’s staff do not trust her 15. Which of the following is not one of the guidelines for developing an effective appraisal process? a. Use objective ratings, such as essays, as only one component of the appraisal b. Performance appraisals should be carried out by a member of the HR department c. Appraisal items must be drawn from a job analysis d. Incorporate a formal appeal mechanism in the appraisal e. Appraisers should have regular contact with the employee whose performance is being evaluated. 16. Tradeco has noticed an increase in turnover and a drop in satisfaction among low-level employees. Supervisors are at a loss to explain what is happening but some departing employees have mentioned negative supervisory behaviour as a factor in their decision to leave. What could tradeco do about this? a. Conduct a peer appraisal by supervisors b. Conduct an appraisal of supervisors by a committee of managers c. Conduct a self-appraisal of supervisors d. Conduct a subordinate appraisal of supervisors e. Conduct a management appraisal on supervisors. 17. Who would not be involved in 360-degree appraisal? a. Peers b. Self c. Employees d. Supervisor e. Customers 18. Mike has completed the appraisal of the performance of sam and has found that sam’s performance is significantly below expectations. What should mike do? a. In a private setting explain to sam why his performance level is low relative to expectations b. Postpone action until have another appraisal to determinate trend c. In a group setting, show sam that he is doing more poorly that others d. Postpone action as sam will figure this out for himself e. In a private setting show sam what his performance level is relative to expectations 19. Which of the following is not included in guidelines for conducting an appraisal interview? a. Do not get personal b. Be specific and direct c. Develop an action plan d. Control the conversation e. Encourage the person to talk 20. As a manager, Edwin is faced with a difficult problem: todd, who reports to Edwin, has demonstrated disappointing performance, which Edwin believes is based on a misunderstanding of expectacions. What type of appraisal interview should edwin conduct? a. A satisfactory performance – nonpromotable employee interview b. None, Edwin should ask his superiors to dismiss todd c. None, Edwin should simply tolerate todd’s performance for now until clear grounds for dismissal appear d. An unsatisfactory performance-correctable interview e. An unsatisfactory performance-promotable employee interview 21. When a manager meets with a satisfactory employee to discuss his or her performance and focuses on how to maintain that performance, it is known as a: a. Satisfactory-nonpromotable appraisal interview b. Satisfactory-promotable appraisal interview c. Difficult performance appraisal d. Incentive-based appraisal e. Development-based appraisal 22. Effective performance management involves all of the following, except: a. Having an administratively efficient system with sufficient communication support b. Investing in employee development planning c. Avoiding the influence of individual goals on business strategy d. Showing leadership and accountability at all levels of the organization e. Ensuring close ties among appraisal results, rewards, and recognition outcomes 23. The performance management techniques in low-performing are generally the same as those in high-performing organizations. a. True 24. Jennifer is working hard as an administrative assistant at provincial senior university. She likes her co-workers and is happy with her job but really thinks that the work that she does, particularly compiling statistics on student retention and performance, is pretty midless. What seems to be missing in jennifer’s job? a. It appears that Jennifer does not receive sufficient pay in her job to keep her motivated so whe should be rewarded for her performance. b. Jennifer should be working on tasks that are more interesting c. There should be a direct connection for Jennifer from her work to the strategy of the organization to provide meaning to the work d. A more motivating atmosphere e. Jennifer should receive more feedback to let her know whether she is doing a good job or not. 25. Which of the following would be the best performance expecatations? a. Flight attendants are expected to demonstrate safety procedures to passengers b. Magicians are expected to make some children laugh c. Customer service clerks are expected to be cheerful when dealing with customers d. Cashiers are expected to process 20 customers per hour e. Mechanics are expected to be able to repair brakes on most makes of cars, foreign and domestic 26. What is the major difference between a job description and performance expectations? a. Performance expectations change from month to month, job descriptions do not b. Job descriptions are more specific than performance expectations c. Job descriptions are a legal requirement, performance expectations are not d. A job description states the duties, tasks, and responsibilities, performance expectations only include tasks e. Performance expectations are very specific to the position and are measurable. 27. In the performance management process when should coaching and feedback take place? a. On an ongoing basis b. Every six months unless there is a problem c. Before a performance appraisal d. Shortly after performance appraisal e. Annually 28. In the performance management process, who should be primarily responsible for monitoring performance? a. The department manager b. A committee of the employee’s peers c. The human resources deparment d. The employee him/herself e. The immediate supervisor 29. Paula is completing a performance rating for on members of her staff who are lifeguards. She wants to ensure that she can identify specific behaviours to give her staff feedback for improvement. Which method should be use? a. Behaviourally anchored rating scale b. Narrative forms c. Graphic rating scale d. Forced distribution e. Management by objectives 30. What is the major difference between behaviourally anchored rating scale and management by objectives? a. behaviourally anchored rating scale focus on behaviour and MBO focuses on results b. MBO focus on behaviour and behaviourally anchored rating scale focus on results c. MBO focuses on numerical measurement, behaviourally anchored rating scale do not d. MBO is more specific in its measures than behaviourally anchored rating scales e. behaviourally anchored rating scale focus on numerical measurement, MBO does not 31. Miriam wants to improve as an employee and needs to know specifically how she has performed and how she can improve. Which method of performance appraisal would be most appropriate for this purpose? a. Graphic rating scale b. MBO c. behaviourally anchored rating scale d. Critical incident method e. Forced distribution method 32. Tradeco uses the forced distribution method for performance appraisal within all of its departments and in all of its retail stores. Which of the following would be true? a. The behaviour of employees are fairly evaluated b. Performance of employees can easily be compared across departments c. The performance of employees in one department cannot be easily compared to performance in another department. d. The resulting appraisals are valid determinants for pay decisions across the organization e. The results generated by employees are clearly measured 33. Yolanda has been operating a retail store for approximately one year. Although she provides ongoing feedback to her staff, she wants to institute a more formal measurement system to appraise the performance of her staff, all of whom do different jobs. Which appraisal tools should she use? a. behaviourally anchored rating scale b. alternation ranking method c. graphic rating scale d. web-based performance appraisal e. forced distribution 34. which of the following is not an advantage of behaviourally anchored rating scales relative to other measures? a. The measure has clear standards b. The measure is consistent c. The tool measures independent performance dimentions d. The measure can be used across different jobs in an organization e. The measure is more accurate 35. Which of the following is not a problem with management by objectives? a. The process takes time b. The cost of the program can be high c. The objectives may not be measurable d. There may be a tug of war in setting objectives between the manager and the employee e. The objectives may be unclear 36. Salvador works as a member of a self-managed work team in which team members collectively are fully responsible for running all aspects of the team’s job. Which performance appraisal process would likely be most valid in this circumstance? a. Subordinate appraisal b. A peer appraisal c. A committee composed of management d. Self-appraisal e. Supervisor appraisal 37. What is a key disadvantage to using a management by objectives approach to performance appraisal? a. It’s too time consuming b. It can cause disagreements among employees