Q&A Hero

Human Resource

Q: Checking for consensus is an example of a task leadership role.
Q: When a group reaches a crisis in its surface agenda, hidden agendas come to life.
Q: The performance measurement method that assigns a certain percentage of employees to each category in a set of categories is called the: A. forced-distribution method. B. alternation ranking method. C. paired-comparison method. D. optional ranking method. E. simple ranking method.
Q: A committee is a specific type of group in which members who have been given the authority to handle the problem at hand meet one or more times to address and resolve it.
Q: Which of the following is true about the forced-distribution method of measuring employee performance? A. It is also known as the alternation ranking method. B. It requires managers to rank employees in their group from the highest performer to the poorest performer. C. It works best if the members of a group do not vary much in terms of their performance. D. It involves comparing each employee with each other employee to establish rankings. E. It assigns a certain percentage of employees to each category in a set of categories.
Q: The goal of all committees is to facilitate prompt decision making.
Q: Which of the following performance measurement methods requires managers to rank employees in their group from the highest performer to the poorest performer? A. Graphic rating scale B. Mixed-standard scale C. Paired-comparison D. Forced-distribution E. Simple ranking
Q: The informal organization should be strong enough to be supportive, but not strong enough to dominate.
Q: Which of the following is true about the simple ranking technique? A. It assigns a certain percentage of employees to each category in a set of categories. B. Alternation ranking is a variation of simple ranking. C. It involves comparing each employee with each other employee to establish rankings. D. It rates everyone favorably or near the center of the scale. E. Simple ranking requires managers to rank employees in their group against the highest performer of each group.
Q: Informal groups are always subject to managements direct control.
Q: Which of the following is a comparative performance appraisal technique? A. Mixed-standards scale B. Simple ranking C. Paired distribution D. Forced comparison E. Complex distribution
Q: Adapting too quickly to change is a major problem with informal organizations.
Q: _____ refers to telling employees exactly what is expected of them and how they can meet those expectations. A. Generalized instruction B. Employee orientation C. Specific feedback D. Overall opinion E. Strategic fit
Q: With regard to a performance measure, _____ refers to consistency of results over time. A. validity B. interrater reliability C. acceptability D. test-retest reliability E. specificity
Q: A benefit of the informal organization that is seldom recognized is that its presence encourages managers to plan and act more carefully than they would otherwise.
Q: A significant benefit of the informal organization is that it gives satisfaction and stability to work groups.
Q: Consistency of results when more than one person measures performance is known as: A. test-retest specificity. B. interrater reliability. C. interrater validity. D. test-retest reliability. E. test-retest validity.
Q: The informal organization is a desirable source of potential formal leaders.
Q: With regard to a performance measure, _____describes the consistency of the results that the performance measure will deliver. A. validity B. acceptability C. reliability D. transparency E. specificity
Q: The formal leader often engages in behaviors that help build and sustain the informal groups level of cohesiveness.
Q: Information that is gathered for measuring the effectiveness of a performance management system but is irrelevant represents "_____" of the performance measure. A. validity B. deficiency C. contamination D. reliability E. specificity
Q: A manager holds either formal power or informal power, but not both.
Q: In the case of performance appraisal, _____ refers to whether the appraisal measures all the relevant aspects of performance and omits irrelevant aspects of performance. A. acceptability B. specificity C. reliability D. dependability E. validity
Q: Informal organizations arise spontaneously as people associate with one another.
Q: Which of the following criteria for determining the effectiveness of a performance management system is concerned with maximizing the overlap between actual job performance and job performance measure? A. Reliability B. Acceptability C. Specificity D. Validity E. Dependability
Q: The properties of groups are the same as the properties of the individuals who make up the group.
Q: Performance management has a(n) _____ purpose, meaning that it serves as a basis for improving employees' knowledge and skills. A. systematic B. tactical C. strategic D. administrative E. developmental
Q: Chapter 12 Informal and Formal Groups True/False Questions
Q: The administrative purpose of a performance management system refers to: A. linking employees' behaviors with the organization's goals. B. developing employees' knowledge and skills. C. linking performance measurements to the organization's goals and communicating the goals and feedback about performance to employees. D. measuring each employee's performance to identify areas where expectations are not being met. E. the ways in which organizations use the system to provide information for day-to-day decisions about salary, benefits, and recognition programs.
Q: List the eight steps to increase influence.
Q: _____ means effective performance management helps the organization achieve its business objectives. A. Systematic purpose B. Investigative purpose C. Developmental purpose D. Administrative purpose E. Strategic purpose
Q: List the four key dimensions of political skills.
Q: An organization helps link employees behavior with the organizations goals. This helps the organization serve its _____ purpose. A. strategic B. logistical C. administrative D. developmental E. evaluative
Q: Describe power.
Q: To meet which of the following broad purposes do organizations establish performance management systems? A. Systematic B. Rational C. Investigative D. Strategic E. Analytical
Q: Describe stroking.
Q: How does an organization specify the aspects of performance that are relevant to the organization? A. Based on the job analysis B. By conducting performance appraisals C. Through performance feedback sessions D. By adjusting behavior to meet the organization's goal E. By identifying the underlying problem
Q: List the behaviors that managers with well-developed interpersonal facilitation skills often engage in.
Q: The process through which managers ensure that employees' activities and outputs contribute to the organization's goals is known as: A. quality analysis. B. administrative planning. C. project management. D. strategic planning. E. performance management.
Q: Give the other party substantial credit when the conflict is over.
Q: Legally defensible performance management systems are based on valid job analyses.
Q: Make sure both parties have a vested interest in making the outcome succeed.
Q: Lawsuits related to performance management usually involve charges of discrimination or unjust dismissal.
Q: Ask questions to elicit needed information; probe for deeper meanings and support.
Q: The most effective way to improve performance varies according to an employee's ability.
Q: Strive to understand the other persons viewpoint, needs, and bottom line.
Q: The content of a feedback should emphasize behavior, not personalities.
Q: Avoid arguing or using yes-but responses; maintain control over your emotions.
Q: List the guidelines for conflict resolution through confrontation.
Q: In the "tell-and-sell" approach, managers tell employees their ratings and then let the employees explain their side of the story.
Q: Appraisal politics are most likely to occur when raters are accountable to the employee being rated.
Q: Explain the four conflict outcomes.
Q: Raters should use only one part of a rating scale to avoid distributional errors from occurring.
Q: List simple solutions to the incivility problem.
Q: List the most common sources of interpersonal conflict.
Q: Self-appraisals are not appropriate as the basis for administrative decisions.
Q: Describe the three levels of conflict.
Q: Generally, peers are more favorable toward participating in reviews to be used for employee development.
Q: The inventory manager gives faster delivery to retailers from a particular geographical location. Which of the following tactics used to gain political power will most likely be used in this scenario? A) Selective service B) Posturing C) Social exchange D) Alliances
Q: Subordinates are the most-used source of performance information.
Q: A marketing manager joins a business forum to increase the size of his clientele. Which of the following tactics used to gain political power will most likely be used in this scenario? A) Social exchange B) Alliances C) Posturing D) Networks
Q: Traditional performance measurement differs from total quality management (TQM) in that it assesses both individual performance and the system within which the individual works.
Q: A manger from human resources works with a manger from the finance department to compile material for the annual report. Which of the following tactics used to gain political power will most likely be used in this scenario? A) Power plays B) Selective service C) Alliances D) Power and status symbols
Q: Management by objectives (MBO) does not link employee performance with the organization's strategic goals.
Q: Which of the following is LEAST likely to result in commitment? A) Expert power B) Coercive power C) Legitimate power D) Referent power
Q: Behavioral approaches to performance measurement, such as organizational behavior modification and rating scales, tend to be valid, reliable, and acceptable.
Q: _____ power is the capacity to punish another, or at least to create a perceived threat to do so. A) Coercive B) Expert C) Reward D) Legitimate
Q: Organizational behavior modification (OBM) is a plan for managing the behavior of employees through an informal system of feedback and reinforcement.
Q: _____ power is the capacity to control and administer items valued by another. A) Legitimate B) Coercive C) Personal D) Reward
Q: Compared to a behavioral observation scale (BOS), managers and employees prefer to use the behaviorally anchored rating scale (BARS).
Q: _____ power arises from a persons knowledge of and information about a complex situation. A) Coercive B) Expert C) Reward D) Personal
Q: An advantage of behaviorally anchored rating scales (BARS) is improved interrater reliability.
Q: _____ power arises from the culture of society by which power is delegated from higher established authorities to others. A) Personal B) Expert C) Legitimate D) Reward
Q: The critical-incident method is used to rate behaviors for performance evaluation.
Q: _____ power is the ability of leaders to develop followers from the strength of their own personalities. A) Personal B) Legitimate C) Expert D) Reward
Q: _____ are presented without any connection to behavior. A) Positive strokes B) Negative strokes C) Conditional strokes D) Unconditional strokes
Q: To rate employee behaviors, the organization begins by defining which behaviors are associated with success on the job.
Q: Attribute-based performance methods are tightly linked to an organization's strategy.
Q: Which of the following statements is true of conditional strokes? A) They feel good when they are received, and they contribute to the recipients sense of well-being and self-esteem. B) They hurt physically or emotionally and make recipients feel less proud of themselves. C) They are offered to employees if they perform correctly or avoid problems. D) They may make a person feel good, but they may be confusing to employees because they do not indicate how more strokes may be earned.
Q: _____ hurt physically or emotionally and make recipients feel less proud of themselves. A) Positive strokes B) Negative strokes C) Conditional strokes D) Unconditional strokes
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