Performance Management Systems Quiz

A brief statement that outlines the organization's reason for existence, its core values, and its goals.

A process by which organizations assess and improve their performance.

Goals related to the organization's overall strategy and direction.

Goals focused on the specific tasks and procedures carried out by front-line employees.

A plan that outlines how an organization will respond to unexpected events.

A type of response to performance management that involves intentionally manipulating measures to achieve a desired outcome.

An evaluation of the internal and external factors that affect an organization's performance.

A visual representation of an organization's strategic goals, objectives, and initiatives.

Setting performance goals that are too high or unrealistic, leading employees to feel pressured and potentially resort to unethical practices.

Performance measures that do not capture the full picture of an employee's contributions, encouraging them to focus on metrics instead of overall effectiveness.

Incentive structures that create a high-pressure environment, potentially leading employees to cut corners or engage in unethical behavior to maximize rewards.

Lack of trust between employees and their supervisors can lead to a sense of unfairness and undermine the effectiveness of PM systems, potentially fostering cheating.

A process where employees are involved in the design and evaluation of the PM system. This can lead to greater buy-in and transparency.

A set of principles that emphasize efficiency and productivity by breaking down tasks into simple, repetitive units.

The tendency for individuals to modify their behavior when they know they are being observed.

Motivational factors that relate to the nature of the job itself, such as achievement, recognition, and growth opportunities.

Hygienic factors, such as company policies, salary, and working conditions, that can prevent dissatisfaction but do not necessarily motivate employees.

A theory that suggests employees are motivated when they perceive fairness in the relationship between their inputs (efforts, skills) and outputs (rewards, recognition).

A theory that suggests motivation is a product of three factors: expectancy (belief that effort will lead to performance), instrumentality (belief that performance will lead to outcomes), and valence (value attached to outcomes).

A desired future state that an organization aims to achieve.

A method for setting goals that are: Specific, Measurable, Achievable, Relevant, and Timely.

A situation where a single company dominates a market, controlling prices and potentially harming consumers. Think of a store selling only one type of bread.

Charging different prices for the same good to different customers based on their willingness to pay. For example, a movie theater offering discounted tickets to seniors.

The creation of government rules to regulate economic activities like monopolies, unfair competition, or consumer protection. It's about ensuring a fair playing field.

The Sherman Anti-Trust Act of 1890 aimed to break up monopolies and prevent businesses from unfairly controlling markets. Imagine a law fighting big bullies in the business world.

The process where smaller companies merge with larger ones, leading to fewer companies controlling a market. Imagine a few big giants taking over smaller players in the economy.

Regulations designed to protect public health, safety, and welfare, often affecting workplaces and consumer products. Think of rules for a safe and healthy environment.

A method of analyzing the costs and benefits of a proposed regulation to see if the benefits outweigh the costs. Think of a weighing scale for decision making.

The process by which government agencies create rules that have the force of law. Imagine a recipe book for making rules!