Performance Appraisal Methods Quiz

Multiple Choice Questions

• Question 44: A competency framework defines the skills needed for employees to add value to the business.

• Question 45: Strategic Human Resource Development involves familiarizing employees with roles, identifying essential job skills, and looking for growth opportunities.

• Question 46: Using "desirable behaviour" as a development strategy reinforces appropriate management styles.

• Question 47: Human Resource Departments are involved in employee career planning to tap employee potential and reduce hiring costs.

• Question 48: Employees use outcome measures like work-life balance to evaluate career success.

• Question 49: Counselors must encourage employees to assess themselves and their environment to raise awareness of career options.

• Question 50: Cost-effectiveness is one of several factors to consider when selecting training techniques.

• Question 51: Behavioural developmental strategies aim to change employee attitudes and values.

• Question 52: Cross-cultural and diversity training are both part of the employee development strategy.

• Question 53: An asynchronous digital delivery method allows learning materials to be accessed anytime, regardless of trainer or trainee presence.

• Question 54: The reaction criterion in training evaluation assesses the overall organizational results and benefits of a program.

• Question 55: The first step in any training program is to assess the organization's needs.

• Question 56: A needs assessment in training involves diagnosing challenges through analysis of the workforce.

• Question 57: Decision-making, interpersonal, and problem-solving skills are considered critical for success in current and future jobs.

• Question 58: Using instruments like behavioral modelling and mentoring indicates a developmental strategy based on behavioral and environmental approaches.

• Question 59: An employer hiring workers occasionally should deliver orientation programs online.

• Question 60: HR's involvement in employee career planning improves employee growth.

• Question 61: Knowledge management is defined as capturing, distributing, and effectively using knowledge.

• Question 62: Career counselling and job posting processes raise employment awareness.

• Question 63: Employee orientation often covers benefits, duties, and regulations.

• Question 64: On-the-job training techniques include job labs, job rotation, role-playing, and case studies.

• Question 65: Cross-training employees through various jobs within the organization is called job rotation.

• Question 66: Organizational results, using self-reports and observations, are criteria for training evaluation.

• Question 67: Environmental strategies use tools like videos, job rotation, coaching, mentoring, and team building for employee development.

• Question 68: Cost-benefit analysis, cognitive, behavioural, and environmental approaches are used to evaluate training program effectiveness.

• Question 69: Needs assessment recommends training when procedures change or staff seems demotivated to improve performance.

• Question 70: Proper onboarding reduces disciplinary issues and increases employee stability.

• Question 71: Criteria for evaluating training programs are useful if they can be directly linked to the training program itself rather than just reactions.

• Question 72: Employee career planning improves their likelihood of setting goals.

• Question 73: Poor onboarding can increase employee anxiety, labour grievances, and reduce organizational stability.

• Question 74: Job hopping describes employees changing employers as part of a career strategy.

• Question 75: Employability, engagement, and psychological factors are learning principles.

• Question 76: Making jobs more meaningful, focusing on employee progress through feedback, and engaging in new tasks aid in career development.

• Question 77: Acceptable performance criteria and revised job descriptions should be stated in training objectives.

• Question 78: Case studies, simulations, and programmed learning are examples of developmental strategies and off-the-job training techniques.

• Question 79: Socialization is the process where new employees understand and accept organizational values, norms, and beliefs.

• Question 80: Onboarding is a strategically aligned process to adjust new hires to job roles and company culture.

• Question 81: Onboarding activities include hiring and socialization processes to support employee growth.

• Question 82: Succession planning addresses unexpected vacancies in key positions.

• Question 83: Senior managers and supervisors often act as coaches.

• Question 84: Using tests at the start and end of a training program, or measuring costs are methods for measuring whether a training program is effective.

• Question 85: A valid training program focuses on developing competencies and skills for a future role in the organization.

• Question 86: Flight simulators demonstrate training relevance by replicating the actual cockpit.

• Question 87: A lateral transfer moves the employee to a different position in the same class.

• Question 88: Identifying barriers and linking competencies are steps succeeding the needs assessment.

• Question 89: Determining resources and supporting employees during training, identifies the correct steps in establishing the process of creating employee development plans.

• Question 90: Onboarding is a strategically aligned process aimed at improving the adjustment of new employees to their jobs and the organization.

• Question 91: Organizations use training techniques to enable employees to understand and accept organizational values.

• Question 92: A performance improvement plan is used to provide employees with opportunities to succeed while holding them accountable.

• Question 93: Creating a performance improvement plan includes seeking HR input to ensure plan clarity and attainability.

• Question 94: Defining improvement areas and action plans is part of the getting-started step in a performance improvement plan.

• Question 95: High numbers of poor performers indicate shortcomings in leadership or HR practices, not just employee issues.

• Question 96: The amount of time required for performance improvement depends on the complexity of the job, the employee's needs and the organizational goals.

• Question 97: Inconsistencies in pay levels among employees are a frequent cause of dissatisfaction.

• Question 98: The final step in the point system job evaluation method is determining levels for factors.

• Question 99: A pay raise given to an employee based on performance evaluation is called a merit raise.

• Question 100: Consulting companies, employment agencies, and professional search firms are good sources to gather pay data.

• Question 101: Job grading, ranking, classification, non-comparative systems, are job evaluation systems in use today and subjective methods include rating scales, forced rankings, etc.

• Question 102: Job evaluation systems aim to objectively determine the worth of jobs to the organization.

• Question 103: Internal equity refers to perceived fairness in pay relative to other jobs in the organization.

• Question 104: Challenges like economic conditions and union power influence the adjustments to employee compensation.

• Question 105: A compensation policy involving different rates for employees based on performance and experience can have advantages in various contexts.

• Question 106: Job evaluation systems need data and methods that are relevant to the performance criteria of the job.

• Question 107: Paying employees based on skill development (knowledge-based pay) considers aspects of skill depth and breadth.

• Question 108: Compensation systems aim to increase job satisfaction and efficiency as part of a wider compensation strategy.

• Question 109: Compensation systems offer the possibility to address gender pay inequity by evaluating if policies reflect appropriate compensation standards.

• Question 110: Employee perceptions are affected by pay comparisons and may influence job satisfaction.

• Question 111: The reasons that equal pay for work of equal value is challenging are varied and potentially difficult to apply uniformly across an organization.

• Question 112: Job evaluation systems look at job factors that accurately reflect and measure the worth of the job being evaluated.

• Question 113: Job grading is a method of subjective job evaluation based on the relative worth of jobs.

• Question 114: The point approach to job evaluation uses a systematic approach to assign numerical points to jobs based on their essential factors and relative importance.

• Question 115: Job ranking is a simple job evaluation method to compare the worth of jobs.

• Question 116: A potential shortcoming in subjective performance measures is bias from the evaluator.

• Question 117: Combining self, peer, supervisor, and subordinate feedback in evaluations (360-degree appraisal) is a method to give a more rounded perspective on employee performance.

• Question 118: Maintaining a sound performance management program involves participation from all levels of the organization to provide accurate indicators of employee performance and to address issues through feedback.

• Question 119: A variety of factors influence the time frame for performance improvement plans, including the employee's role and expectations of the plan, and also the complexity of the job in question.

• Question 120: High numbers of poorly performing employees are a clear indication of managerial or organizational issues, not just an employee issue.

• Question 121: The time frame in performance improvement plans must be developed considering various aspects to maintain clarity and achieve success.

• Question 122: There are additional factors impacting performance beyond the needs assessment; the time frame for improvement needs to be accurate and achievable.

• Question 123: Subjective evaluation methods can be prone to bias or inaccuracies, influenced by factors such as the rater's own prejudices or opinions, and the limited scope of observation of the actual work performed.

• Question 124: Recency bias in evaluations can result from recent events skewing the evaluation to favour events that recently occurred.

• Question 125: A valid performance appraisal system is based on criteria which are relevant to the measured job performance.

• Question 126: Job evaluation impacts performance appraisal by providing clear criteria for measuring employee performance more accurately.

• Question 127: The rating scale approach uses descriptive levels of performance for employees.

• Question 128: Consistent feedback is necessary for employee development and should be part of a performance improvement plan.

• Question 129: Feedback should be provided frequently to ensure employee performance improvement and timely interventions.

• Question 130: Different means of categorization are used as a technique for analysis in job evaluation.

• Question 131: Employee needs, which include basic, psychological, and security needs, are strongly impacted by compensation and job satisfaction.

• Question 132: Organizations seeking to ensure fair compensation practices need to assess their current practices against relevant factors to determine whether their current level of compliance is sufficient in an accurate method.

• Question 133, 134, 135, 136, 137: These relate to specific questions on compensation policies, factors, and procedures.

• Question 138-149- 150 onwards: These are related to benefits and employee programs and policies.

Test your knowledge on various performance appraisal methods and evaluation criteria with this comprehensive quiz. It covers topics such as subjective and objective measures, comparative evaluation methods, and the performance appraisal process. Ideal for students and professionals in human resources and management.