Reference no: EM132888399
1. Employee performance in nonmanagerial jobs is easier to evaluate than in managerial jobs because nonmanagerial jobs tend to have only one or two main job duties.
True
False
2. At Car Repair Central the assistant managers are evaluated only on the dollar amount of repairs they generate each month. This is likely to lead to ethical problems.
True
False
3. Subjective measures of performance that require judgment on the part of the evaluator are more difficult to determine than are objective measures.
True
False
4. The purpose of developmental feedback is to compare individuals to one another on the basis of their strengths and weaknesses.
True
False
5. The two roles of appraisal, administrative decision making and development often conflict, so the developmental role is gradually being absorbed into the HR function of training and employee development and removed from the supervisor's responsibility.
True
False
6. The most common method of performance appraisal involves employees being evaluated by their immediate supervisors.
True
False
7. One advantage of having supervisors and managers rated by their subordinates is that this type of rating program can help make the managers more responsive to employees.
True
False
8. Employee performance can be rated by anyone familiar with the performance of the individual.
True
False
9. Homer Oil and Gas Industries uses the management-by-objective performance appraisal system for its line managers. The company has made record-breaking profits this year due to high oil and gas prices. Because of this, the line managers can expect to earn above-average performance appraisals.
True
False
10. Training in performance appraisal is critical for supervisory and managerial employees, but it is not important for employees who do not have supervisory duties.
True
False
11. The recency effect occurs when a rater gives greater weight to events that have happened in the near past when appraising an individual's performance.
True
False
12. The practical effect of the halo and horns effect is that the rater makes generalizations about the subordinate based on only one trait.
True
False
13. At the end of a negative performance appraisal interview, it is essential that both the manager and the subordinate agree in all areas of the review, otherwise a true "meeting of the minds" has not occurred and the employee will not change his or her behavior.
True
False
14. When managers know they will have to defend their performance appraisals of employees to others, managers tend to bias their ratings of employees upward.
True
False
15. Tasha, a Minnesota native, is the director of benefits for a large manufacturing firm in St. Paul, Minnesota. Tasha has given Walt a below-average performance appraisal because she feels Walt's languid Alabama drawl indicates he is not very bright. In this case, the director has committed the different-from-me rating error.
True
False