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1 | |
A key management assumption is that teams empower workers. |
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| | A) | TRUE |
| | B) | FALSE |
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2 | |
In a performance review, state results in terms of ranges rather than absolutes. |
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| | A) | TRUE |
| | B) | FALSE |
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3 | |
A panel interview approach produces a reduced perception of favoritism. |
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| | A) | TRUE |
| | B) | FALSE |
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4 | |
A tight rater in a performance review believes that most employees can perform at the necessary standards. |
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| | A) | TRUE |
| | B) | FALSE |
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5 | |
In "at-will" states, performance problem interviews may take place at the discretion of the supervisor as long as termination is not an option. |
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| | A) | TRUE |
| | B) | FALSE |
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6 | |
The balanced scorecard approach to strategic management includes all except the following: |
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| | A) | recognition and celebration. |
| | B) | planning and target setting. |
| | C) | clarifying and translating the vision and strategy. |
| | D) | strategic feedback and learning. |
| | E) | communicating and linking. |
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7 | |
Employees prefer a supportive climate that includes |
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| | A) | supervisor input. |
| | B) | up-to-date job descriptions. |
| | C) | mutual trust. |
| | D) | a detailed evaluation process. |
| | E) | annual feedback. |
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8 | |
The MBO model classifies all work in terms of four elements: |
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| | A) | inputs, coaching, performance, and feedback. |
| | B) | activities, competencies, outputs, and feedback. |
| | C) | feedback, data, performance, and challenges. |
| | D) | behaviors, attitudes, beliefs, and corporate values. |
| | E) | inputs, activities, outputs, and feedback. |
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9 | |
The universal performance interviewing model begins with which one of the following questions? |
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| | A) | Does the individual have the knowledge to perform as needed? |
| | B) | What is not being done that should be? |
| | C) | Does the person want to do the work? |
| | D) | What expectations are being met at what standard? |
| | E) | What is being done that should not be? |
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10 | |
Shula and Blanchard offer a set of principles that spells out coach. It includes all of the following except: |
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| | A) | conviction driven. |
| | B) | over-learning. |
| | C) | action ready. |
| | D) | consistency of leadership. |
| | E) | honesty based. |
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11 | |
A management trend sees the supervisor as a rather than an evaluator or disciplinarian. |
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12 | |
is essential in all performance reviews. |
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13 | |
Once the feedback session is completed, the interviewer/facilitator and the interviewee must formulate a . |
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14 | |
The interviewer should establish rapport by supporting the interviewee and engaging in a few minutes of . |
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15 | |
Enhance and cooperation to avoid conflict in performance interviews. |
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2003 McGraw-Hill Higher Education