Q&A Hero

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalA performance assessment in which coworkers provide input into the employee's performance.

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalThe tendency to let our assessment of an individual on one trait influence our evaluation on that person on other specific traits.

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalEvaluating employees based on the way an evaluator perceives himself or herself.

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalPerformance appraisal distortion caused by evaluating employees against one's own value system.

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalRanking employees' performance from highest to lowest.

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalEvaluating an employee's performance by comparing the employee with other employees.

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalA performance appraisal method that lists traits and a range of performance for each.

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalThe third step in the appraisal process.

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalA record of performance appraisal process outcomes.

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalEmployees are evaluated on how well they accomplish a specific set of objectives determined as critical in the successful completion of their job.

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalMeasuring an employee's performance against some established standards.

Q: a) Absolute standardsb) Relative standardsc) Individual rankingd) 360-degree appraisalse) Peer evaluationf) Performance measurementg) Halo errorh) Graphic rating scalei) Leniency errorj) Documentationk) Paired comparisonl) Similarity errorm) Attribution theoryn) Management by objectives (MBO)o) Forced-choice appraisalA performance evaluation theory that attempts to differentiate between elements the employee controls (internal) versus those the employee cannot control (external).

Q: A major advantage to absolute standards is that they tend to be biased by positive leniency; that is, evaluators lean toward packing their subjects into the high part of the rankings.

Q: When evaluators rate other people in the same way that the evaluators perceive themselves, they make a halo error.

Q: Central tendency is a factor that distorts performance appraisals.

Q: Given that personality plays a major role in appraising performance, evidence suggests that training appraisers does not make them more accurate raters.

Q: The performance method that selects one job trait, and then compares each employee in a group with the others is the group order ranking method.

Q: The major advantage of the forced-choice appraisal method is the appraiser does not know the "right" answers; hence bias and distortion are increased.

Q: The fourth and last step of the appraisal process is to compare actual performance with standards.

Q: The appraisal process begins with establishment of performance standards in accordance with the organization's strategic goals.

Q: EEO laws require performance appraisal systems be objective, job related, reliable, and valid, as they are used for promotion or termination.

Q: Research finds that more than 90% of all U.S. organizations evaluate employees more than once a year.

Q: About 50% of all U.S. organizations use some form of performance evaluations.

Q: There are two main constituencies in the performance management system: employees and supervisors.

Q: Wherever performance evaluations are conducted, a particular structure must be followed. This structure exists to facilitate documentation that often allows for quantifiable evaluation.

Q: It is important for managers to recognize that no performance appraisal system is perfect.

Q: The primary purpose of performance appraisal systems is to let employees know their pay raises.

Q: Training evaluation should include all of the following EXCEPT: a) Was the training hard enough? b) Do participants use their new skills on the job? c) Did participant's behavior change? d) Did it achieve its desired results? e) How much did the participants learn?

Q: Is the role of information different in a learning organization than in other organizational types? a) Yes. With the emphasis on learning, information is less important. b) No. The usual top-down and bottom up filters operate. c) Yes. Security is tighter, so information is restricted. d) No. Divisions still protect their knowledge bases, regarding them as power. e) Yes. Information must be shared freely and accurately among organizational members.

Q: Milan, a successful CEO of a learning organization, is speaking at a fundraising luncheon for his favorite charity. When asked about his most important leader function, he could answer all of the following EXCEPT a) facilitating shared vision for the organization. b) keeping organizational members working toward the shared vision. c) supporting a collaborative environment. d) demonstrating his personal mastery of most of the work tasks in the organization. e) encouraging managers to encourage their employees.

Q: Which of the following is NOT true regarding a learning organization? a) In a learning organization, learning can take place without information. b) A learning organization has the capacity to continuously adapt and change. c) In a learning organization, it is critical for members to share information and collaborate on work activities. d) In a learning organization, managers serve as facilitators, supporters, and advocates for employee teams. e) The organizational culture is an important aspect of being a learning organization.

Q: Valerie, the OD consultant for your company, spends most of her time in process consultation. What has she diagnosed as an organizational problem? a) Resistance to change b) Low skill levels in production areas c) Lack of trust and openness d) Bottlenecks and stoppages in workflow e) Learning reluctance

Q: Mustafa, the OD consultant for your company, has just proposed a year-long schedule of intergroup development. What has he diagnosed as an organizational problem? a) Resistance to change b) Low skill levels in production areas c) Lack of trust and openness d) Conflicts between functional areas e) Learning reluctance

Q: Which of the following describes Kurt Lewin's model of the change process? a) Equilibrium - Chaos - Equilibrium b) Status quo - Driving forces - Status quo c) Freeze - Unfreeze -Defreeze d) Unfreeze - Freeze - Refreeze e) Unfreeze - Refreeze - Unfreeze

Q: Kurt Lewin's change process model is best suited for which of the following organizational image metaphors? a) Calm waters b) White-water rapids c) Planting corn on concrete d) Chicken and egg e) Groupthink

Q: How much do employers in the United States spend on average per employee on training? a) $115 b) $335 c) $735 d) $1195 e) $2135

Q: The case study method developed at the Harvard Graduate School of Business is an example of which of the following methods? a) Simulation b) Vestibule training c) Lecture d) Experiential exercise e) Apprenticeship

Q: Fariba is in line for a senior vice president position at a large hotel conglomerate. She has just received a letter, appointing her to the national environmental task force for water and electricity conservation. What is happening to her career? a) Promotion b) Job rotation c) Adjusted d) Committee assignment e) Survival training

Q: Jeremiah owns a ski instruction school in the Berkshire Mountains, a dog training academy in Connecticut, and an investment house in Boston. He just told Chet, one of his most promising investment managers, to run the dog academy for six months. What technique is Jeremiah using? a) Simulation b) Adventure training c) Job rotation d) Virtual reality e) Assistant-To position

Q: Comparing employee development to employee training, a) training focuses on existing work groups. Development focuses on work group formation. b) development is used for indoctrination. Training is required for metamorphosis. c) training focuses on current job skills. Development focuses on personal growth. d) training is Intranet-based. Development uses Internet technology. e) training is more complex than development.

Q: Which of the following is NOT an off-the-job training method? a) Classroom lectures b) Films and videos c) Understudy d) Simulation exercises e) Vestibule training

Q: Mary, a teller trainer for a large bank, has designed a new training program that largely automates the training process. Tellers go into a "cage," and are given simple sample transactions to process. If an error is made, a flashing light and bell indicates to everyone in the training area that the person has made a mistake. If the transaction is processed correctly, the teller is provided a $50 gift certificate to a clothing store and then the computer generates a more difficult task. Mary proudly presents the new format to you, the HR executive. Which of the following questions would you ask Mary first? a) What was wrong with the old teller training program? b) What are the goals of this program? c) How much will this cost? d) Were you ever a teller, B.W.? e) Were job redesign characteristics infused into this simulation?

Q: Training should be performed in which of these situations? a) An increase in performance increase will justify the training expense. b) Lack of motivation is cited as the cause of a performance deficit. c) A performance deficit has been identified. d) The organization's strategic goals include enhancing quality. e) Training is available and inexpensive.

Q: Which of the following is NOT true regarding employee training? a) Employee training may help improve job performance. b) Employee training should be judged by its contribution to performance. c) Employee training is not very costly for organizations. d) Employee training should not be viewed as a cure-all for what ails the company. e) Employee training may be required due to a technological breakthrough.

Q: Carlos, director of training for a large organization, is looking at the diversity audit, which shows completion rates for the annual clerical training program; a program that is required for promotion to advanced clerical worker. The information presented shows the following figures for relevant groups of employees: Caucasian 30%; Hispanic 25%; African American 30%; Asian 40%; Other, 30%. The company typically promotes about a third of its clerical staff each year. What should Carlos do? a) Change the trainers. Success rates of 50% or better are required for ADA compliance. b) There is no problem with adverse impact for the program. No action needs to be taken. c) Carlos should reengineer jobs to eliminate the clerical function. d) Arrange for the Caucasian group to take a different test. e) Change the cut score.

Q: Organizations typically ensure full EEO compliance for training programs with all of these activities EXCEPT a) providing equal training opportunities for all employees. b) removing training programs from the requirements for salary increases. c) monitoring training completion rates for protected groups compared to the majority group. d) advertising training schedules for all employees. e) ensuring that training selection criteria are related to the job.

Q: Which of the following is NOT true regarding employee training? a) It focuses on future jobs in the organization. b) It is present-day oriented. c) It focuses on individuals' current jobs. d) It is a learning experience. e) It aims at enhancing the skills and abilities that employees need to immediately perform their jobs.

Q: John is putting together an employee handbook. One thing John should NOT include in the handbook is a) a paragraph that tell employees that as long as performance is satisfactory, they will be retained. b) a chapter on the history of the company. c) the work rules of the company. d) the appeals process for a disciplinary infraction. e) how to accrue vacation time.

Q: Which of the following is NOT true regarding the role of the CEO in new employee orientation? a) The CEO should welcome the new employees aboard. b) The CEO should be ready to answer questions about employee benefits. c) The CEO should inspire the new employees by talking about what it is like to work for the organization. d) The CEO should listen to the concerns of the new employees. e) The CEO should talk about the company's culture.

Q: Which of the following is NOT true regarding the role of HRM in new employee orientation? a) HRM plays a major coordinating role in new-employee orientation. b) HRM should not be involved as a participant in the orientation program. The new employee orientation should be done by the new employee's supervisor. c) Once a job offer is accepted, HRM should instruct the new employee when to report to work. d) HRM should spend some orientation time addressing what assistance it can offer to employees in the future. e) HRM must be prepared to answer questions that the new employees may have about company benefits.

Q: Involving the CEO in the orientation process provides all of these benefits EXCEPT a) it assures a systematic, thorough orientation process. b) CEO visioning and visibility contributes to organizational success. c) the CEO reaffirms that the new employee has made an excellent choice. d) a CEO welcome can encourage newcomers, like a pep rally. e) it reinforces a message that the company cares about its employees.

Q: Jim, the vice-president of human resources, is reading the evaluations from the new round of orientation programs. New employees report being excited about work, strongly identifying with the CEO's speech. Many of them expressed frustration with awareness of physical facilities, grievance procedures, and benefits options. The major change has been that now orientation is managed by each employing division, rather than HRM. What should Jim do? a) Hire new trainers to deliver the orientation material. b) Stress the new buildings on the pre-interview tours. c) Remove the CEO speech. d) Let HRM coordinate the overall orientation program again. e) Change the recruiting practices to attract more detail-oriented people to the firm.

Q: Which of the following is NOT a purpose of a new employee orientation program? a) Familiarize the new member with the firm's objectives, history, philosophy, and procedures. b) Communicate relevant HRM policies such as work hours, pay procedures, and employee benefits. c) Determine the training needs of the new member. d) Review the specific duties and responsibilities of the new member's job. e) Introduce the employee to his or her manager and co-workers.

Q: Juliana is a new employee at Toy Stores. She feels that her co-workers do not trust her and do not value her performance. She does not feel competent to complete her job successfully. In Juliana's situation, what is a likely scenario? a) Her productivity is high. b) Her commitment to Toy Stores is strong. c) Her job satisfaction is high. d) She will get fired. e) She will quit.

Q: Which of the following is NOT a characteristic of the metamorphosis stage? a) New employees are comfortable with the organization and their work teams. b) New employees are learning how their performance will be evaluated. c) New employees internalize coworker and organization norms. d) New employees understand the organizational system. e) New employees will feel accepted by their peers as trusted and valued individuals.

Q: Jacob manages editors for specialty books, such as gifts, children, poetry, in a religious publishing house. The turnover rate for the industry is 20% during the first year. Jacob's director has just informed him that his turnover rate for new employees is 60%. The rest of the house is just under 20% for similar employees. What comments should Jacob make at this time? a) It appears that during the encounter process my employees become totally disillusioned with the realities of the job, and resign. b) We should begin to recruit from different universities. c) Thank you for this excellent performance evaluation. I will try to continue my good work. d) Most of my employees take longer to internalize organizational goals and norms than other workers. e) My employees are well aware of the performance criteria I use for productivity evaluation.

Q: Ramona manages editors for specialty books, such as gifts, children, poetry, in a religious publishing house. Although nearly 80% of her new employees stay with the organization and progress, 75% of the graduates of a local private college have to be dismissed or quit within 90 days because they are unable to adapt to the firm. Failure has occurred in which socialization stage? a) Encounter b) Metamorphosis c) Previous d) Prearrival e) Passage

Q: Raymond, a new employee at XYZ, Inc., has become comfortable with the values and norms of his organization. Raymond is in what stage of the socialization process? a) Postarrival stage b) Maturity stage c) Encounter stage d) Metamorphosis stage. e) Insider stage

Q: All of the following are assumptions about the process of socialization EXCEPT: a) new employees have low anxiety levels. b) socialization strongly influences employee performance and organizational stability. c) socialization does not occur in a vacuum. d) individuals adjust to new situations in similar ways. e) none of the above.

Q: Socialization can be conceptualized as a process made up of:a) two stages: encounter and metamorphosis.b) two stages: prearrival and metamorphosis.c) two stages: prearrival and encounter.d) three stages: prearrival, encounter, and metamorphosis.e) three stages: prearrival, encounter, and postarrival.

Q: Rodrguez, a production manager, wants to eliminate the socialization process for college students with business degrees. He says they know what to do. They should hit the ground running. Which of these statements would defend the socialization program? a) New organizational members suffer from anxiety unless they have been screened. b) Individuals adjust to situations in an increasingly diverse set of ways. c) Organizational stability is diminished through socialization. d) Proper socialization increases organizational stability over time. e) Proper socialization is not needed for manufacturing sector jobs.

Q: The socialization process refers to all of the following EXCEPT a) helping employees adapt to their new organizations. b) learning the ropes. c) retraining workers with obsolete skills. d) making new employees fully productive as soon as possible. e) helping new employees adapt to work responsibilities.

Q: Which of the following is NOT an assumption that underlies the socialization process? a) Socialization influences employee performance and organizational stability. b) Although possible, loneliness and a feeling of isolation are unusual for new employees. c) New members suffer from anxiety. d) Socialization does not occur in a vacuum. e) Individuals tend to adjust to new situations in similar ways.

Q: For overseas assignments, __________ training includes details of a country's history, religion, and economy, as well as language.

Q: Although reactions of participants and managers are the easiest training evaluations to gather, they are the least_________.

Q: A ________organization has the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues.

Q: _________ is a type of training that typically involves some major emotional and physical challenge to teach trainees the importance of working together, or coming together as a team.

Q: _________ are on-the-job training methods that use a combination of classroom instruction in combination with working alongside a seasoned, veteran, coach, or mentor.

Q: ________ may include case analyses, experiential exercises, role playing, and group interaction.

Q: Airline mishaps that can be attributed to maintenance and human errors can be reduced by __________.

Q: The _________ is a stage of the socialization process during which the new employee confronts the possible contrast between their expectations about jobs, co-workers, supervisors, and the organization in general and reality.

Q: Organizational socialization is described in three stages: ________, encounter, and metamorphosis.

Q: Research shows that every individual new to an organization goes through the ________ passage.

Q: a) Orientationb) Employee trainingc) Change agentd) Simulatione) Organizational culturef) Encounter stageg) Intergroup developmenth) Pre-post-training performance with control group methodi) Survey feedbackj) Pre-post-training performance methodk) Vestibule trainingl) Job rotationm) Employee hand bookn) Kirkpatrick's modelo) OnboardingLearning tasks on the same equipment that one actually will use on the job but in a simulated work environment.

Q: a) Orientationb) Employee trainingc) Change agentd) Simulatione) Organizational culturef) Encounter stageg) Intergroup developmenth) Pre-post-training performance with control group methodi) Survey feedbackj) Pre-post-training performance methodk) Vestibule trainingl) Job rotationm) Employee hand bookn) Kirkpatrick's modelo) OnboardingHelping members of various groups become a cohesive team.

Q: a) Orientationb) Employee trainingc) Change agentd) Simulatione) Organizational culturef) Encounter stageg) Intergroup developmenth) Pre-post-training performance with control group methodi) Survey feedbackj) Pre-post-training performance methodk) Vestibule trainingl) Job rotationm) Employee hand bookn) Kirkpatrick's modelo) OnboardingEvaluating training programs based on the difference in before and after training job performance.

Q: a) Orientationb) Employee trainingc) Change agentd) Simulatione) Organizational culturef) Encounter stageg) Intergroup developmenth) Pre-post-training performance with control group methodi) Survey feedbackj) Pre-post-training performance methodk) Vestibule trainingl) Job rotationm) Employee hand bookn) Kirkpatrick's modelo) OnboardingEvaluating training by comparing pre- and post-training test results with individuals who have not had the training.

Q: a) Orientationb) Employee trainingc) Change agentd) Simulatione) Organizational culturef) Encounter stageg) Intergroup developmenth) Pre-post-training performance with control group methodi) Survey feedbackj) Pre-post-training performance methodk) Vestibule trainingl) Job rotationm) Employee hand bookn) Kirkpatrick's modelo) OnboardingAssessment of employees' perceptions and attitudes regarding their jobs and organization.

Q: a) Orientationb) Employee trainingc) Change agentd) Simulatione) Organizational culturef) Encounter stageg) Intergroup developmenth) Pre-post-training performance with control group methodi) Survey feedbackj) Pre-post-training performance methodk) Vestibule trainingl) Job rotationm) Employee hand bookn) Kirkpatrick's modelo) OnboardingIndividual responsible for fostering the change effort and assisting employees in adapting to changes.

Q: a) Orientationb) Employee trainingc) Change agentd) Simulatione) Organizational culturef) Encounter stageg) Intergroup developmenth) Pre-post-training performance with control group methodi) Survey feedbackj) Pre-post-training performance methodk) Vestibule trainingl) Job rotationm) Employee hand bookn) Kirkpatrick's modelo) OnboardingAny artificial environment that attempts to closely mirror an actual condition.