1. The Cash-Stewart development cycle involves
ten steps, including
A. recruitment, discipline, retention, and
counseling.
B. skills assessment, probing, review, and
follow-up.
C. selection, skills assessment, review,
and evaluation.
D. information, assessment, promotion, and
retention.
E. selection, 360 degree or multisource feedback,
reengineering, and promotion.
2. Performance interviews are designed to
A. identify problems, correct behavior, and
enable the performer to grow.
B. assess, improve, or eliminate.
C. understand who is at fault, why this party
is at fault, and what to do about it.
D. discover who, what, when, where, and why.
E. improve the climate of the workplace and
enhance output.
3. Criticisms leveled at old performance review
systems are being leveled at the 360 degree process, including
A. supervisors are not critical enough.
B. one process serves too many purposes.
C. the process encourages assertive behavior.
D. supervisors do not have enough time to
perform the process correctly.
E. interviewees are biased.
4. Schula and Blanchard offer a set of basic
principles that include all of the following except
A. conviction driven.
B. over-learning.
C. audible ready.
D. consistency of leadership.
E. information driven.
5. In Cash's Universal Model, the six basic
words are
A. right, wrong, stop, begin, never, caution.
B. improvement, frustration, elimination,
good, always, and now.
C. start, stop, more, less, keep, now.
D. failing, below average, average, satisfactory,
above average, and excellent.
E. investigate, assess, review, discuss,
advise, and promote.
6. Theory X and Theory Y are
A. theories that deal with the assumptions
about human behavior.
B. the opposite poles of a behaviorally anchored
rating scale.
C. a way of predicting the results of performance
interviews.
D. two outmoded models for performance interviews.
E. two models of disciplinary interviews.
7. Which of the following is not an assumption
of Theory Y interviewers?
A. Expenditure of physical and mental effort
in work is as natural as play and rest.
B. Human beings will exercise self-direction
and self-control in the service of objectives to which they are committed.
C. Human beings have an inherent dislike
of work and will avoid it when possible.
D. Commitment to objectives is a function
of the rewards associated with achievement.
E. The capacity to exercise a relatively
high degree of imagination is widely distributed in the population.
8. A supportive climate has all of the following
except
A. description.
B. problem orientation.
C. spontaniety.
D. empathy.
E. neutrality.
9. The centerpiece of all performance review
processes is
A. assessment.
B. peer review.
C. coaching.
D. communication.
E. feedback.
10. Phrase feedback about performance in terms
of
A. more or less.
B. either or.
C. demands.
D. abstractions.
E. mutual objectives.
11. The Universal Performance Interviewing
Model
A. is based on the belief that managerial
competencies lead to effective behaviors which lead to effective performance.
B. involves the manager and the subordinate
in a mutual setting of results-oriented goals.
C. centers on four basic questions dealing
with what is not being done, expectations not being met what the person
could do, and does the person have the necessary skills.
D. involves skills used on a specific job
being identified through a job analysis, standards being set, and the aid
of industrial engineers.
E. centers on inputs, activities, and outputs.
12. One principle of measuring performance
is
A. do not try to measure performance when
value is abstract.
B. avoid pursuing any mutually exclusive
goals.
C. increase the number of objectives.
D. state clearly defined results rather than
ranges of results.
E. always consider quality, quantity, time,
and cost.
13. Goodall, Wilson, and Waagen warn that
communication between superiors and subordinates in the review process
leads to ritual forms of address that are guided by
A. Gender-specific rules.
B. organizational stereotypes.
C. inappropriate etiquette.
D. a defensive climate.
E. tradition.
14. Of the many keys to successful performance
interviews, the most critical is
A. language.
B. organizational environment.
C. situation.
D. nonverbal communication.
E. personality of the interviewer.
15. An "appraisal" point of view sees the
performance interview as all of the following except
A. required by the organization.
B. superior conducted.
C. bottom-up controlled.
D. results based.
E. past oriented.
T F 16. The "pitchfork effect"
comes about when an interviewer gives negative ratings to all facets of
performance because of a particular trait the interviewer dislikes in others.
T F 17. Interviewees should realize
that while interviewers run performance interviews, at least half of the
responsibility for making the interviews successful rests with them.
T F 18. Researchers have discovered
four common responses from interviewees in behavior conflict situations:
compliance, relational leverage, alibis, and avoidance.
T F 19. Authorities agree that
goal setting should constitute 50 percent of the performance interview.
T F 20. Employees often perceive
supervisors using a BARS model to be unsupportive and report high levels
of anxiety.