Managing Employee Performance Quiz Answer. In this post you will get Quiz & Assignment Answer Of Managing Employee Performance
Managing Employee Performance Quiz
Offered By ”University of Minnesota”
Week- 1
Developing Performance Management Systems
1.
Question 1
Which of the following is NOT part of a performance management mindset ?
1 point
- Performance management is about development of employees.
- Performance management should be viewed as an event.
- Performance management should be viewed as bottom line issue.
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2.
Question 2
When performance is aligned with mission, strategy and goals, it can have a positive effect on which of the following?
1 point
- Customer satisfaction
- Profitability
- Employee satisfaction
- All of the above answers are correct
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3.
Question 3
Which of the following are NOT “culture neutral”, from a performance management perspective?
1 point
- Providing clear expectations
- Individualistic type of organization
- Aligning team and organizational goals
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4.
Question 4
Senior management wants to develop a more strategic approach to performance management. Which of the follow shifts are needed to accomplish the transition?
1 point
- Have the managers drive the performance management program rather than just HR.
- Hold managers accountable for ongoing feedback for their employees.
- Use data to assess organizational strengths.
- All of the above answers are correct.
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5.
Question 5
A strategic performance management system seeks to achieve which of the following?
1 point
- Allow employees to get larger increases.
- Become more effective in document performance for legal and administrative purposes.
- Become more efficient in the administrative functions of performance management.
- Align mission, strategy and values with team and individual goals.
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6.
Question 6
As a member of the senior management team, you want to make sure there is consistency among the managers in various departments and no poorly written reviews with language that could cause legal in performance ratings. Which or the following design elements from the lecture would best accomplish those objectives?
1 point
- HR or management oversight.
- Transparency.
- Comprehensive.
- None of the answers are correct.
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7.
Question 7
Which of the following is a positive impact of performance management on the employees as discussed in the lecture?
1 point
- Better understanding of the job duties and performance standards.
- Larger increases in compensation.
- All of the above.
- Decreased motivation due to no flexibility in their jobs.
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8.
Question 8
Which of the following is NOT an ongoing performance activities outlined in the strategic performance management model?
1 point
- Employee coaching.
- Monitoring employee performance.
- Two way communication on performance activities.
- Discussing the Job descriptions.
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9.
Question 9
Which of the following training topics would help to best solve an issue of favoritism in the review process?
1 point
- Training on documenting performance.
- Handling difficult performance discussions.
- Rater error training.
- Performance review training.
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10.
Question 10
Which of the following is NOT a performance management best practice?
1 point
- Automate when possible for efficiency and better analytics.
- Have employees give reviews to their peers.
- Have a process to give employees a “voice” for input on performance management process.
- Ensure performance management processes are communicate to all employees.
Week- 2
Peer-graded Assignment: Management by Objective (MBO)
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Week- 3
Tools for Effective Performance Management
1.
Question 1
Performance reviews have a number of purposes, which of the following would NOT be considered a purpose of the performance review?
1 point
Platform for feedback.
Motivational tool.
Identifies areas for development.
To build a case against an employee in order to terminate the employee.
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2.
Question 2
Employees generally want the same out of the review process as managers do. Which of the following represents what employees want from the review process?
1 point
Writing their own Job descriptions.
Job enrichment and career opportunities.
Involvement in goal setting.
Feedback on a regular basis.
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3.
Question 3
What is the NOT an advantage of a common window approach?
1 point
Gives manager an opportunity to review all at their employees at the same time.
Is easier to allocate salary increases based on performance.
More likely manager will accurately assess / compare employee performance.
The common window approach can be time consuming if the manager has a large number of employees.
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4.
Question 4
Which of the following components of feedback is considered ineffective (avoid this)?
1 point
Feedback should be given in the form of a feedback “sandwich” (e.g. You did great, but …).
Feedback must be verifiable.
Give feedback privately.
Identify consequences for not improving performance.
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5.
Question 5
Which of the following are desired characteristics in the person selected to give feedback in the multi-rater process?
1 point
Someone who will be brutally honest with the employee.
Increases legal liability because non-managers are involved in the process.
Conveys a strong commitment to the performance management process.
Someone who has observed the employees behavior.
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6.
Question 6
There are a number of pro’s and con’s for multi-rater feedback. Which of the following are reasons why we might want to use multi-rater feedback?
1 point
It reduces manger’s workload, because they will not be the only one involved in the performance review process.
Employees will have a chance to receive feedback from other people besides their managers.
Multi rater feedback decreases potential bias.
Multi rater feedback provides a platform for managers to discuss difficult issues.
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7.
Question 7
Feedback is a key ingredient in helping employees grow. Without feedback it is difficult to understand areas for development. Which of the following costs do we suffer when we do NOT give employees feedback?”
1 point
Chronic poor performance.
Consistent lateness.
Employees have an inaccurate perception of their performance.
Employees are not given direction on “development opportunities” (areas to improve).
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8.
Question 8
Which of the following are considered intentional errors in the performance evaluation process?
1 point
Leniency and strictness errors.
Similar to me / different from me errors.
Recency / primacy effect errors.
Sampling error.
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9.
Question 9
Managers sometimes inflate and deflate ratings for various reasons. Which of the following best describes the actual impact of rater inflation / deflation (i.e. a reason why we should NOT inflate/deflate ratings)?
1 point
Inflating ratings does not give employees to get accurate feedback. Thus, the employee is denied the opportunity to actually improve performance.
Deflating employee errors will teach employees a lesson and send a message that you are a tough manager.
Inflating rating will create better performance because the employee will feel better.
Inflating ratings will give a well deserved raise and will increase performance.
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10.
Question 10
Three of the following are typically components of “rater error training.” Which of the following components is NOT a typical part of “rater error training” programs as discussed in our video lessons?
1 point
Understand different types of rater errors/distortions and why managers commit these errors.
Big picture overview of the performance management system.
Understanding of the compensation system.
Calibration and frame of reference training.
Week- 4
Creating a Positive Performance Culture
1.
Question 1
The reasoning behind the quote “culture eats strategy for breakfast” is best described as:
1 point
Senior managers do not value strategy.
Culture will undermine the strategy if employees are not on board.
Culture is far more important than any strategy.
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2.
Question 2
In one of our video lectures, we used a parking sign as potential symbol of culture. It read Reserved “Executive Parking Only” . What does this say about the culture of that organization?
1 point
Employee focused.
Hierarchy focused.
Customer focused.
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3.
Question 3
One of our lectures discussed the “3 R’s” as a model for civility. This was a way to strengthen the organization’s cultural immunity system. Which of the below is/are sign(s) of respect? (choose all that apply)
1 point
Pro-activity.
Inclusion of others.
Active listening.
Direct communication with positive tone and non verbals.
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4.
Question 4
“Do unto others as they would have done unto themselves” was identified as:
1 point
The Platinum Rule.
The Golden Rule.
The Customer Rule.
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5.
Question 5
The hard costs of incivility are more easily quantifiable or identified. Which of the following is a hard cost of incivility?
1 point
Difficulty hiring and attracting applicants.
Reputation in the market place.
Costs of recruiting and retaining.
Quit and stay employees.
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6.
Question 6
Which of the following would be considered “organizational civility dividends” resulting from a positive workforce culture?”
1 point
Increased employee turnover.
Increased share price.
Customers as promoters.
Employer of choice.
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7.
Question 7
Which of the following organizational strategies is most effective in building a positive culture?
1 point
Product excellence
Innovation
Strengths based / Appreciative inquiry approach
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8.
Question 8
Leaders in organizations that embrace civility are held accountable for all of the following EXCEPT:
1 point
Modeling behaviors.
Reinforcing desired behaviors.
Coaching employees on positive behaviors.
Ensuring attendance policies are enforced.
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9.
Question 9
Building civility into the fabric of your HR practices is the key to linking performance and culture. Which of the following was NOT part of the fabric?
1 point
Treat the employee with respect during the termination process.
Have your marketing plan include culture.
Have recruiters include culture in the recruiting materials.
During exit interviews ask the question of why the started to look elsewhere.
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10.
Question 10
Allowing for mistakes is a sound strategy for a positive culture.
1 point
True
False
