An Individual Coaching for Effectiveness program is designed to

In which performance technique are managers given three performance rating scales per dimension and asked to indicate whether the employee’s performance is above (+), at (0), or below (-) the statements?
A. Mixed-standard scale
B. Behavioral-observation scale
C. Graphic-rating scale
D. Behaviorally anchored rating scale

2. An Individual Coaching for Effectiveness program is designed to
A. improve managers in succession planning.
B. help prepare managers for overseas assignments.
C. reduce the effects of the glass ceiling.
D. help managers with dysfunctional behaviors.

3. Total quality management differs from traditional performance measurement in that TQM
A. focuses on support decisions about work assignments, training, and compensation.
B. has an external, rather than an internal, focus.
C. is a top-down review process.
D. assesses both individual performance and the system within which the individual works.

4. To improve performance of underutilizers, managers should
A. link rewards to performance outcomes.
B. demote them from their current position.
C. withhold pay increases.
D. offer temporary assignments for skill development.

5. An employee refuses an employer’s request to falsify the contents of a report to the EEOC. The employer subsequently discharges the worker for “not following orders.” In a wrongful-discharge suit, the employee is likely to argue which of the following exceptions to the at-will-employment doctrine?
A. Public policy
B. Implied contract
C. Reverse discrimination
D. Equal employment

6. Which of the following is a false statement about using peers as a source of performance information?
A. Peers are more willing participants in reviews used for employees.
B. Peer ratings, according to research, are highly influenced by friendships.
C. Peers have expert knowledge of job requirements and bring a unique perspective to the evaluation, often resulting in extremely valid assessments of performance.
D. Peer ratings are particularly useful when supervisors don’t have the opportunity to observe employees.

7. The type of performance management system in which a company assembles performance data on an individual from most or all of his or her contacts within and outside the company is known as
A. management by objectives.
B. the critical-incidents technique.
C. 360-degree performance appraisals.
D. behavioral-observation scales.

8. Three of the following are likely outcomes or benefits of conducting annual employee satisfaction
surveys. Which of the following is not a likely outcome or benefit?
A. The surveys allow the company to monitor trends over time.
B. The surveys provide a means for empirically assessing the effects of changes in personnel practices on worker attitudes.
C. The surveys provide evidence of the knowledge, skills, and abilities necessary to perform specific jobs.
D. The surveys give employees an outlet for voicing their concerns.

9. Which of the following statements correctly describes in-basket exercises?
A. In-basket exercises require participants to take the part of a manager or employee in a situation involving the skills to be assessed.
B. In-basket exercises are paper-and-pencil tests designed to measure participants’ communication styles and skills.
C. In-basket exercises require teams of five to seven employees to work together to solve assigned problems within a certain time period.
D. In-basket exercises simulate the administrative tasks of a manager’s job, using a pile of documents for the employee to handle.