Question 1

Performance appraisals allow managers to do all of the following EXCEPT ________.

Accepted Answer

A)  help a worker formulate appropriate career goals 
B)  evaluate whom to promote 
C)  determine who should receive a pay increase 
D)  hire new employees to fulfill important functions 
A)  help a worker formulate appropriate career goals 
B)  evaluate whom to promote 
C)  determine who should receive a pay increase 
D)  hire new employees to fulfill important functions

Question 2

What are the four general categories of careers?

Accepted Answer

The four general categories of careers a

Question 3

During her 20-year career, Sue Riley has been an accountant, a roofer, a certified financial planner, and a small claims court judge. She also has managed a pizza restaurant, a plumbing store, and a sewer plant. This type of career is known as a(n) ________.

Accepted Answer

A)  steady-state career 
B)  linear career 
C)  spiral career 
D)  transitory career 
A)  steady-state career 
B)  linear career 
C)  spiral career 
D)  transitory career

Question 4

Organizations and their employees seldom seek to abide by psychological contracts.

Accepted Answer

A) True 
 B)False

Question 5

The STRONGEST goals of the performance appraisal process are to ________.

Accepted Answer

A)  encourage high levels of worker motivation and performance and provide control over compensation increases 
B)  provide accurate information to be used in managerial decision making and to encourage communication between supervisors and subordinates 
C)  encourage high levels of worker motivation and performance and provide accurate information to be used in managerial decision making 
D)  control compensation increases and document fairness, equity, and a lack of discrimination in promotion practices 
A)  encourage high levels of worker motivation and performance and provide control over compensation increases 
B)  provide accurate information to be used in managerial decision making and to encourage communication between supervisors and subordinates 
C)  encourage high levels of worker motivation and performance and provide accurate information to be used in managerial decision making 
D)  control compensation increases and document fairness, equity, and a lack of discrimination in promotion practices

Question 6

Huge pay differentials between those at the top of the corporate hierarchy and those lower down raise concerns about distributive justice.

Accepted Answer

A) True 
 B)False

Question 7

List the four decisions to make in designing a performance appraisal system and briefly explain the choices in each decision.

Accepted Answer

The first decision to be made in designi

Question 8

The GREATEST weakness of a graphic rating scale is that ________.

Accepted Answer

A)  it is difficult to construct and must be constructed thoughtfully 
B)  employees' behaviors may correspond to multiple points on the scale 
C)  different raters may disagree on the meaning of the scale points 
D)  it is time consuming to use for appraisal purposes 
A)  it is difficult to construct and must be constructed thoughtfully 
B)  employees' behaviors may correspond to multiple points on the scale 
C)  different raters may disagree on the meaning of the scale points 
D)  it is time consuming to use for appraisal purposes

Question 9

It is desirable for subordinate appraisals to be anonymous.

Accepted Answer

A) True 
 B)False

Question 10

A ________ is a subjective measure that defines specific behaviors and asks raters to indicate the frequency with which an employee performs the behaviors.

Accepted Answer

A)  BOS 
B)  BARS 
C)  SPUD 
D)  GRAM 
A)  BOS 
B)  BARS 
C)  SPUD 
D)  GRAM

Question 11

In a ________, the performance dimensions and the way employees are evaluated on them are determined in advance.

Accepted Answer

A)  Scanlon plan 
B)  performance contract 
C)  formal performance appraisal 
D)  behavioral observation system 
A)  Scanlon plan 
B)  performance contract 
C)  formal performance appraisal 
D)  behavioral observation system

Question 12

When a hotel reservations clerk is assessed on her ability to make accurate reservations and accommodate the requests of guests, behaviors are being used.

Accepted Answer

A) True 
 B)False

Question 13

Career goals do NOT help employees ________.

Accepted Answer

A)  attain useful new knowledge and skills 
B)  decide on the types of skills that they want to develop 
C)  determine the kinds of jobs that they want to accept 
D)  recognize the kind of knowledge that they want to acquire 
A)  attain useful new knowledge and skills 
B)  decide on the types of skills that they want to develop 
C)  determine the kinds of jobs that they want to accept 
D)  recognize the kind of knowledge that they want to acquire

Question 14

In a linear career, a person progresses through a sequence of jobs, and each job entails progress over the prior one in terms of responsibility, skills needed, and so on.

Accepted Answer

A) True 
 B)False

Question 15

Behaviorally anchored rating scales (BARS) can be used to assess traits, behaviors, or results.

Accepted Answer

A) True 
 B)False

Question 16

Teacher evaluations of a principal is BEST described as a(n) ________ appraisal.

Accepted Answer

A)  subordinate 
B)  behavioral 
C)  formal 
D)  informal 
A)  subordinate 
B)  behavioral 
C)  formal 
D)  informal

Question 17

If psychological contracts are intentionally breached by an organization in significant ways, then employees' levels of trust in the organization plummet.

Accepted Answer

A) True 
 B)False

Question 18

List and explain the guidelines offered in the textbook for determining whether an organization should base pay on individual, group, or organizational levels of performance.

Accepted Answer

One of the most important choices manage

Question 19

A plan that bases pay on performance is often called a merit pay plan.

Accepted Answer

A) True 
 B)False

Question 20

An associate professor of management leaves university teaching to direct an HR department at a large company, and then leaves after ten years to start a consulting company. This is an example of a spiral career.

Accepted Answer

A) True 
 B)False

Performance appraisals allow managers to do all of the following EXCEPT ________.

What are the four general categories of careers?

During her 20-year career, Sue Riley has been an accountant, a roofer, a certified financial planner, and a small claims court judge. She also has managed a pizza restaurant, a plumbing store, and a sewer plant. This type of career is known as a(n) ________.

Organizations and their employees seldom seek to abide by psychological contracts.

The STRONGEST goals of the performance appraisal process are to ________.

Huge pay differentials between those at the top of the corporate hierarchy and those lower down raise concerns about distributive justice.

List the four decisions to make in designing a performance appraisal system and briefly explain the choices in each decision.

The GREATEST weakness of a graphic rating scale is that ________.

It is desirable for subordinate appraisals to be anonymous.

A ________ is a subjective measure that defines specific behaviors and asks raters to indicate the frequency with which an employee performs the behaviors.

In a ________, the performance dimensions and the way employees are evaluated on them are determined in advance.

When a hotel reservations clerk is assessed on her ability to make accurate reservations and accommodate the requests of guests, behaviors are being used.

Career goals do NOT help employees ________.

In a linear career, a person progresses through a sequence of jobs, and each job entails progress over the prior one in terms of responsibility, skills needed, and so on.

Behaviorally anchored rating scales (BARS) can be used to assess traits, behaviors, or results.

Teacher evaluations of a principal is BEST described as a(n) ________ appraisal.

If psychological contracts are intentionally breached by an organization in significant ways, then employees' levels of trust in the organization plummet.

List and explain the guidelines offered in the textbook for determining whether an organization should base pay on individual, group, or organizational levels of performance.

A plan that bases pay on performance is often called a merit pay plan.

An associate professor of management leaves university teaching to direct an HR department at a large company, and then leaves after ten years to start a consulting company. This is an example of a spiral career.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters

Exam 8: Pay Careers and Changing Employment Relationships

Performance appraisals allow managers to do all of the following EXCEPT ________.

What are the four general categories of careers?

During her 20-year career, Sue Riley has been an accountant, a roofer, a certified financial planner, and a small claims court judge. She also has managed a pizza restaurant, a plumbing store, and a sewer plant. This type of career is known as a(n) ________.

Organizations and their employees seldom seek to abide by psychological contracts.

The STRONGEST goals of the performance appraisal process are to ________.

Huge pay differentials between those at the top of the corporate hierarchy and those lower down raise concerns about distributive justice.

List the four decisions to make in designing a performance appraisal system and briefly explain the choices in each decision.

The GREATEST weakness of a graphic rating scale is that ________.

It is desirable for subordinate appraisals to be anonymous.

A ________ is a subjective measure that defines specific behaviors and asks raters to indicate the frequency with which an employee performs the behaviors.

In a ________, the performance dimensions and the way employees are evaluated on them are determined in advance.

When a hotel reservations clerk is assessed on her ability to make accurate reservations and accommodate the requests of guests, behaviors are being used.

Career goals do NOT help employees ________.

In a linear career, a person progresses through a sequence of jobs, and each job entails progress over the prior one in terms of responsibility, skills needed, and so on.

Behaviorally anchored rating scales (BARS) can be used to assess traits, behaviors, or results.

Teacher evaluations of a principal is BEST described as a(n) ________ appraisal.

If psychological contracts are intentionally breached by an organization in significant ways, then employees' levels of trust in the organization plummet.

List and explain the guidelines offered in the textbook for determining whether an organization should base pay on individual, group, or organizational levels of performance.

A plan that bases pay on performance is often called a merit pay plan.

An associate professor of management leaves university teaching to direct an HR department at a large company, and then leaves after ten years to start a consulting company. This is an example of a spiral career.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters