Question :
41) Two line managers, Cameron and Ty, performing appraisals their : 1346258
41) 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. These findings most likely indicate:
A) a high rate of comparability.
B) a restriction of range error.
C) a central tendency error.
D) the influence of liking.
42) Frame-of-reference training has been found to be particularly effective in eliminating:
A) persuasive effects of organizational politics.
B) problems of choosing the wrong evaluation tool.
C) most legal issues in the performance review process.
D) the impact of personal bias in performance evaluations.
43) Which of the following is used in frame-of-reference training?
A) Role playing of employee behaviors
B) Fictitious examples of worker performance
C) Actual examples of incorrect performance ratings
D) Previous performance appraisals conducted by managers
44) Which of the following is true about the influence of “liking” on performance appraisals?
A) Correlations exist between rater liking and performance ratings.
B) Most employees doubt that rater liking affects performance appraisals.
C) Correlations exist between employee liking and performance criteria.
D) The impact of liking is greatest in absolute performance appraisal systems.
45) Managers who maintain employee performance diaries most likely benefit from:
A) venting frustrations about individual employees.
B) guaranteed protection against the halo effect.
C) legal justification for the appraising process.
D) documenting organizational politics.
46) How can managers minimize the influence of “liking” on performance evaluations?
A) Participating in frame-of-reference training
B) Keeping a performance diary on each employee
C) Developing a sensitivity to organizational politics
D) Conducting group, rather than individual, performance evaluations
47) When managers use performance appraisals to communicate a message to an employee rather than to measure actual performance, the performance appraisal is most likely being influenced by:
A) rater bias.
B) personal bias.
C) organizational politics.
D) employee personalities.
48) Sheila believes the value of her employees’ performance depends on her agenda or goals, and not on any objective standard. Sheila’s perspective is a(n):
A) rational perspective.
B) absolute perspective.
C) political perspective.
D) relative perspective.
49) Which of the following is a true comparison between the rational perspective of appraisal and the political perspective of appraisal?
A) A rater’s bias is less likely to be a deciding factor in the political perspective than in the rational perspective.
B) Supervisors’ roles in the rational approach are much more active than supervisors’ roles in the political approach.
C) The goal of appraisal from the political perspective is accuracy. The goal of appraisal from the rational perspective is utility.
D) The goal of appraisal from the political perspective is utility. The goal of appraisal from the rational perspective is accuracy.
50) Managers using a rational perspective to appraise performance believe that:
A) the goal of an appraisal is accuracy.
B) the employee is an active participant in the process.
C) the focus of the process is management of performance.
D) the assessment of specifics follows the overall assessment of the worker.
