Question 1

Performance measurement is always subjective and is not reliable to predict future performance.

Accepted Answer

A) True 
 B)False  False

Question 2

Which method allows the rater to compare the overall performance of each worker with that of every other worker being evaluated

Accepted Answer

A) paired comparison 
B) forced distribution 
C) rank order 
D) relative percentile method 
A) paired comparison 
B) forced distribution 
C) rank order 
D) relative percentile method A

Question 3

Explain how human rights relate to performance appraisal processes.

Accepted Answer

•Decisions of judiciary or human rights tribunals emphasize that the defensibility of performance measures rests on the ability to demonstrate that they are job related.
•The Supreme Court of Canada's Meioren decision ruled that a standard (i..a criterion) must be reasonably related to the accomplishment of work-related purposes.
•The absence of a job or work analysis as part of criterion development will likely cast suspicion on any performance measurement system subject to judicial review.
•Written documentation is also very important in the development of performance measures.
•A review mechanism must be in place to allow employees to appeal performance assessments that they believe to be unfair or discriminatory.
•A performance measurement system must meet legal and professional practice standards to satisfy human rights requirements.

Question 4

With respect to criterion measures, what is one disadvantage of practicality

Accepted Answer

A) The measures are applicable only if the criterion measure is available. 
B) The measures are influenced by the supervisor's bias. 
C) The measures do not meet the standards of reliability and validity. 
D) The measures are not consistently applied, given changes in personnel. 
A) The measures are applicable only if the criterion measure is available. 
B) The measures are influenced by the supervisor's bias. 
C) The measures do not meet the standards of reliability and validity. 
D) The measures are not consistently applied, given changes in personnel.

Question 5

To evaluate the effectiveness of selection systems, companies must measure the task, adaptive, contextual, and counterproductive performance behaviours that are important for job success.

Accepted Answer

A) True 
 B)False

Question 6

Job performance is a multidimensional construct composed of subcategories of behaviours: task, contextual, adaptive, and counterproductive.Define these four job-related behaviours, and give an example of how each of these behaviours is linked to factors that should be considered during recruitment and selection.

Accepted Answer

Task behaviours involve the direct contr

Question 7

Which of the following is NOT a common type of counterproductive work behaviour

Accepted Answer

A) bullying 
B) workaholism 
C) presenteeism 
D) tardiness 
A) bullying 
B) workaholism 
C) presenteeism 
D) tardiness

Question 8

Into which subcategories would you break job performance behaviours

Accepted Answer

A) competency, adaptive, contextual, and job-specific behaviours 
B) adaptive, task, contextual, and productive behaviours 
C) task, contextual, adaptive, and counterproductive behaviours 
D) strategic job-specific, contextual, and organizational behaviours 
A) competency, adaptive, contextual, and job-specific behaviours 
B) adaptive, task, contextual, and productive behaviours 
C) task, contextual, adaptive, and counterproductive behaviours 
D) strategic job-specific, contextual, and organizational behaviours

Question 9

Engaging in unsafe work practices is a counterproductive performance behaviour.

Accepted Answer

A) True 
 B)False

Question 10

Which of the following is job task behaviour for a retail worker

Accepted Answer

A) explaining product benefits 
B) learning new technologies 
C) helping new workers 
D) handling work stress 
A) explaining product benefits 
B) learning new technologies 
C) helping new workers 
D) handling work stress

Question 11

Which measures of job performance attempt to capture individual differences among employees with respect to job-related behaviours

Accepted Answer

A) attributes 
B) behaviour 
C) criteria 
D) performance indicators 
A) attributes 
B) behaviour 
C) criteria 
D) performance indicators

Question 12

Scenario 5-2
The CEO of KM Contracting, a medium-sized Canadian construction company, has decided to develop a performance management system so that the company can measure employee performance.As the HRM, you believe that a lack of clear job standards has led to the selection of inappropriate candidates.Managers have stated that performance appraisals are usually conducted only when inappropriate and unsafe workplace behaviours have occurred.The three major performance dimensions of all the jobs are technical construction proficiency, demonstrating effort, and maintaining self-discipline.
-Refer to Scenario 5-2.As the HRM, you have clarified that the outcome of KM Contracting's performance appraisals must be more than corrective discipline.What is the outcome of an effective performance appraisal system

Accepted Answer

A) achievement of organizational goals due to increased employee satisfaction and performance 
B) improvement in organizational processes that evaluate employee job performance 
C) reinforcement of organizational core values in addition to identifying performance differences among employees 
D) identification of employees who need development as well as progressive discipline 
A) achievement of organizational goals due to increased employee satisfaction and performance 
B) improvement in organizational processes that evaluate employee job performance 
C) reinforcement of organizational core values in addition to identifying performance differences among employees 
D) identification of employees who need development as well as progressive discipline

Question 13

The usefulness of selection measures is assessed by how well they predict performance.

Accepted Answer

A) True 
 B)False

Question 14

Scenario 5-2
The CEO of KM Contracting, a medium-sized Canadian construction company, has decided to develop a performance management system so that the company can measure employee performance.As the HRM, you believe that a lack of clear job standards has led to the selection of inappropriate candidates.Managers have stated that performance appraisals are usually conducted only when inappropriate and unsafe workplace behaviours have occurred.The three major performance dimensions of all the jobs are technical construction proficiency, demonstrating effort, and maintaining self-discipline.
-Refer to Scenario 5-2.Which of the following is NOT a subcategory of job performance

Accepted Answer

A) task performance 
B) contextual performance 
C) counterproductive performance 
D) interpersonal job performance 
A) task performance 
B) contextual performance 
C) counterproductive performance 
D) interpersonal job performance

Question 15

Scenario 5-2
The CEO of KM Contracting, a medium-sized Canadian construction company, has decided to develop a performance management system so that the company can measure employee performance.As the HRM, you believe that a lack of clear job standards has led to the selection of inappropriate candidates.Managers have stated that performance appraisals are usually conducted only when inappropriate and unsafe workplace behaviours have occurred.The three major performance dimensions of all the jobs are technical construction proficiency, demonstrating effort, and maintaining self-discipline.
-Refer to Scenario 5-2.The managers at KM Contracting are not clear on the distinction between performance management and performance measurement.Which of the following best defines performance measurement

Accepted Answer

A) a means to reinforce an organization's core values in addition to identifying performance differences among employees 
B) measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviours 
C) organizational processes used to improve employee performance in the workplace 
D) organizational processes that evaluate employee job performance 
A) a means to reinforce an organization's core values in addition to identifying performance differences among employees 
B) measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviours 
C) organizational processes used to improve employee performance in the workplace 
D) organizational processes that evaluate employee job performance

Question 16

In Campbell's theory of work performance, what concept refers to the degree to which individuals are committed to performing all job tasks, to working at a high level of intensity, and to working under adverse conditions

Accepted Answer

A) maintaining personal discipline 
B) supervision/leadership 
C) demonstrating effort 
D) job-specific proficiency 
A) maintaining personal discipline 
B) supervision/leadership 
C) demonstrating effort 
D) job-specific proficiency

Question 17

Job performance domain refers to the set of related behaviours that are derived from an organization's goals and linked to successful job performance.

Accepted Answer

A) True 
 B)False

Question 18

Reliability is the degree to which the criterion measure captures behaviours or competencies that constitute job performance.

Accepted Answer

A) True 
 B)False

Question 19

Which of the following best defines job performance

Accepted Answer

A) the observable things employees do that are relevant to accomplishing the goals of the organization 
B) a means to reinforce an organization's core values in addition to identifying performance differences among employees 
C) organizational processes used to improve employee and organizational performance in the workplace 
D) organizational processes that evaluate employee job performance 
A) the observable things employees do that are relevant to accomplishing the goals of the organization 
B) a means to reinforce an organization's core values in addition to identifying performance differences among employees 
C) organizational processes used to improve employee and organizational performance in the workplace 
D) organizational processes that evaluate employee job performance

Question 20

Describe two methods for measuring job performance.

Accepted Answer

Relative rating systems compare the over

Performance measurement is always subjective and is not reliable to predict future performance.

Which method allows the rater to compare the overall performance of each worker with that of every other worker being evaluated

Explain how human rights relate to performance appraisal processes.

With respect to criterion measures, what is one disadvantage of practicality

To evaluate the effectiveness of selection systems, companies must measure the task, adaptive, contextual, and counterproductive performance behaviours that are important for job success.

Which of the following is NOT a common type of counterproductive work behaviour

Into which subcategories would you break job performance behaviours

Engaging in unsafe work practices is a counterproductive performance behaviour.

Which of the following is job task behaviour for a retail worker

Which measures of job performance attempt to capture individual differences among employees with respect to job-related behaviours

The usefulness of selection measures is assessed by how well they predict performance.

In Campbell's theory of work performance, what concept refers to the degree to which individuals are committed to performing all job tasks, to working at a high level of intensity, and to working under adverse conditions

Job performance domain refers to the set of related behaviours that are derived from an organization's goals and linked to successful job performance.

Reliability is the degree to which the criterion measure captures behaviours or competencies that constitute job performance.

Which of the following best defines job performance

Describe two methods for measuring job performance.

An Introduction to Recruitment and Selection

Foundations of Recruitment and Selection I: Reliability and Validity

Foundations of Recruitment and Selection 2: Legal Issues

Job Analysis and Competency Models

Recruitment: the First Step in the Selection Process

Selection I: Applicant Screening

Selection 2: Testing

Selection 3: Interviewing

Decision Making

Filters

Exam 5: Job Performance

Performance measurement is always subjective and is not reliable to predict future performance.

Which method allows the rater to compare the overall performance of each worker with that of every other worker being evaluated

Explain how human rights relate to performance appraisal processes.

With respect to criterion measures, what is one disadvantage of practicality

To evaluate the effectiveness of selection systems, companies must measure the task, adaptive, contextual, and counterproductive performance behaviours that are important for job success.

Which of the following is NOT a common type of counterproductive work behaviour

Into which subcategories would you break job performance behaviours

Engaging in unsafe work practices is a counterproductive performance behaviour.

Which of the following is job task behaviour for a retail worker

Which measures of job performance attempt to capture individual differences among employees with respect to job-related behaviours

The usefulness of selection measures is assessed by how well they predict performance.

In Campbell's theory of work performance, what concept refers to the degree to which individuals are committed to performing all job tasks, to working at a high level of intensity, and to working under adverse conditions

Job performance domain refers to the set of related behaviours that are derived from an organization's goals and linked to successful job performance.

Reliability is the degree to which the criterion measure captures behaviours or competencies that constitute job performance.

Which of the following best defines job performance

Describe two methods for measuring job performance.

An Introduction to Recruitment and Selection

Foundations of Recruitment and Selection I: Reliability and Validity

Foundations of Recruitment and Selection 2: Legal Issues

Job Analysis and Competency Models

Recruitment: the First Step in the Selection Process

Selection I: Applicant Screening

Selection 2: Testing

Selection 3: Interviewing

Decision Making

Filters