Work in the 21st Century An Introduction to Industrial and Organizational Psychology 4th Edition by Frank J. Landy - Test Bank

Work in the 21st Century An Introduction to Industrial and Organizational Psychology 4th Edition by Frank J. Landy – Test Bank

 

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Sample Questions Are Posted Below

 

Chapter 05: Performance Measurement

 

 

 

Multiple Choice

 

 

 

1. An admissions office examines the correlation between students’ entrance exam scores and their grades after completing one year of college. In this scenario, students’ grades would be an example of
2. criterion data.
3. employee development data.
4. satisfaction data.
5. motivation data.

 

Ans: a

Section Ref: Module 5.1

 

 

 

2. Performance measurement is commonly used for all of the following except
3. criterion data.
4. surveillance.
5. promotion consideration.
6. employee development.

 

Ans: b

Section Ref: Module 5.1

 

 

 

3. Research indicates that the relationships among the different types of performance measures are
4. somewhat strong.
5. moderate.
6. very strong.
7. weak.

 

Ans: d

Section Ref: Module 5.1

 

 

 

4. Sales volume, customer complaints, and output data are examples of
5. objective measures.
6. subjective measures.
7. personnel measures.
8. judgmental measures.

 

Ans: a

Section Ref: Module 5.1

 

 

 

5. Supervisor ratings are examples of
6. objective measures.
7. subjective measures.
8. personnel measures.
9. judgmental measures.

 

Ans: d

Section Ref: Module 5.1

 

 

 

6. All of the following are disadvantages of hands-on measures except
7. they don’t permit the observation of infrequent but important activities.
8. they measure what someone “can do” rather than what they “will do.”
9. they can often be expensive to develop.
10. they cover only a sample of the work performance of an individual.

 

Ans: a

Section Ref: Module 5.1

 

 

 

7. Performance ___________ emphasizes the link between individual behavior and organizational strategies and goals by defining performance in the context of those goals.
8. appraisal
9. evaluation
10. management
11. analysis

 

Ans: c

Section Ref: Module 5.1

 

 

 

8. Performance management consists of all of the following distinct components except
9. low involvement of subordinates in developing the system.
10. measurement process.
11. definition of performance.
12. communication between supervisor and subordinate about behavior.

 

Ans: a

Section Ref: Module 5.1

 

 

 

9. An employee who recently received a performance evaluation feels that the respectfulness and personal tone of the communications surrounding his evaluation were improper. Which type of justice is this worker referring to?
10. distributive
11. procedural
12. interpersonal
13. objective

 

Ans: c

Section Ref: Module 5.1

 

 

 

10. Jack works at Solar Company and has just undergone a performance review. He feels that the process by which the ratings were assigned was unfair. Which type of justice is he concerned about?
11. interpersonal justice
12. operational justice
13. distributive justice
14. procedural justice

 

Ans: d

Section Ref: Module 5.1

 

 

 

11. Which of the following types of justice focuses on the fairness of outcomes related to decisions made in the organization?

1. procedural
2. distributive
3. interpersonal
4. operational

 

Ans: b

Section Ref: Module 5.1

 

 

 

12. An employee is asked to create a spreadsheet to compile revenue projections for the up-coming year. A manager then reviews the quality of the spreadsheet. This is an example of a(n) ______ performance measure.

1. objective
2. cognitive
3. judgmental
4. hands-on

 

Ans: d

Section Ref: Module 5.1

 

 

 

13. A police officer is required to re-take a driving test. This is an example of a(n) ______ performance measure.

1. objective
2. cognitive
3. judgmental
4. hands-on

 

Ans: d

Section Ref: Module 5.1

 

 

 

14. When an employee is required to describe how to complete a task to an interviewer, it is called a(n) ______ test.

1. executed
2. walk-through
3. controlled
4. cognitive

 

Ans: b

Section Ref: Module 5.1

 

 

 

15. Adaptive performance shares similarities with
16. task performance.
17. contextual performance.
18. procedural performance.
19. counterproductive performance.

 

Ans: b

Section Ref: Module 5.2

 

 

 

16. All of the following are examples of performance rating formats except
17. forced choice formats.
18. graphic rating scales.
19. weighted checklists.
20. observation scales.

 

Ans: d

Section Ref: Module 5.2

 

 

 

17. The checklist rating format is typically used in
18. objective measures.
19. hands-on performance measures.
20. personnel measures.
21. judgmental measures.

 

Ans: d

Section Ref: Module 5.2

 

 

 

18. The type of employee comparison method that ranks employees from top to bottom according to proficiency is called
19. paired comparison.
20. simple comparison.
21. direct comparison.
22. group comparison.

 

Ans: b

Section Ref: Module 5.2

 

 

 

19. Proficiency with which job incumbents perform activities formally recognized as part of their job is _____ performance.

1. task
2. contextual
3. counter-productive
4. situational

 

Ans: a

Section Ref: Module 5.2

 

 

 

20. Which of the following types of performance ratings is least likely to provide useful information when measuring performance?

1. counter-productive
2. task
3. contextual
4. trait

 

Ans: d

Section Ref: Module 5.2

 

 

 

21. A display of performance scores that run from high on one end to low on the other end is called a ______.
22. checklist
23. graphic rating scale
24. weighted checklist
25. forced choice format

 

Ans: b

Section Ref: Module 5.2

 

 

 

22. The forced choice format is a type of ______.

1. graphic rating scale
2. checklist
3. critical incident
4. simple ranking

 

Ans: b

Section Ref: Module 5.2

 

 

 

23. Which of the following types of scales use hypothetical situations to rate what duties an employee is expected to do?
24. behavioral observation scale

1. mixed standard scale
2. performance observation scale
3. behaviorally anchored rating scale

 

Ans: a

Section Ref: Module 5.2

 

 

 

24. Which of the following scales requires the rater to consider how frequently an employee has been seen to act in a particular way?
25. behavioral observation scale
26. mixed standard scale
27. performance observation scale
28. behaviorally anchored rating scale

 

Ans: a

Section Ref: Module 5.2

 

 

 

25. A manager rank orders five employees on the staff according to proficiencies and duties. This is an example of ______.
26. simple ranking
27. employee comparison method
28. paired comparison
29. complex ranking

 

Ans: a

Section Ref: Module 5.2

 

 

 

26. When a rater avoids choosing an extreme score, _____ error may occur.
27. central tendency
28. leniency
29. severity
30. halo

 

Ans: a

Section Ref: Module 5.3

 

 

 

27. If a rater assigns the same rating to an employee on multiple dimensions, _____ error may occur.
28. similar-to-me
29. leniency
30. severity
31. halo

 

Ans: d

Section Ref: Module 5.3

 

 

 

28. All of the following are reasons why a rater might commit halo error except
29. the rater believes that one dimension is key.
30. the rater subscribes to the “unitary view” of performance.
31. the rater considers a performance area not included on the form.
32. the rater is overly optimistic or pessimistic in rating performance.

 

Ans: d

Section Ref: Module 5.3

 

 

 

29. Psychometric training involves
30. showing the raters how to conduct certain ratings.
31. teaching the raters to be more considerate.
32. making the raters aware of common rating distortions.
33. providing the raters with a context for assigning ratings.

 

Ans: c

Section Ref: Module 5.3

 

 

 

30. Which of the following frame-of-reference training steps is incorrect?

a      Making sure that the raters understand the meaning of the anchors on the scale.

1. Providing feedback on the practice exercise.
2. Asking raters to practice making different types of rating errors.
3. Providing information about the multidimensional nature of performance.

 

Ans: c

Section Ref: Module 5.3

 

 

 

31. Which of the following errors occurs if a rater is unusually easy?

1. central tendency
2. leniency
3. severity
4. halo

 

Ans: b

Section Ref: Module 5.3

 

 

 

32. Which of the following errors occurs if a rater is unusually harsh?
33. central tendency
34. leniency
35. severity
36. halo

 

Ans: c

Section Ref: Module 5.3

 

 

 

33. Raters can be made aware of common rating errors in order to reduce the occurrence of errors. This is done through ______ training.
34. administrative
35. frame-of-reference
36. psychometric
37. evaluative

 

Ans: c

Section Ref: Module 5.3

 

 

 

34. One solution for the problem of conflicting stakeholder goals is to
35. use multiple performance evaluation systems, each for a different purpose.
36. remove the involvement of stakeholders in the development of the system.
37. avoid singling out supervisors who provide seemingly accurate ratings.
38. use a system that compensates for incorrect or biased ratings.

 

Ans: a

Section Ref: Module 5.4

 

 

 

35. To implement 360 degree feedback effectively, all of the following guidelines are useful except
36. make sure to provide names of sources for further feedback.
37. the evaluator should be jointly identified by the supervisor and employee.
38. train information sources as well as those who will deliver feedback.
39. use 360 degree feedback exclusively for developmental and growth purposes.

 

Ans: a

Section Ref: Module 5.4

 

 

 

36. Modesty bias occurs when raters give
37. others higher ratings than are warranted.
38. themselves higher ratings than are warranted.
39. others lower ratings than are warranted.
40. themselves lower ratings than are warranted.

 

Ans: d

Section Ref: Module 5.4

 

 

 

37. According to the textbook, research on cultural differences has shown that _____ employees tend to display modesty bias.
38. American
39. Chinese
40. German
41. French

 

Ans: b

Section Ref: Module 5.4

 

 

 

38. Culture affects performance evaluations in all of the following ways except
39. High Power Distance cultures are more resistant to 360 degree systems.
40. Collectivist cultures have lower reliability on performance evaluations.
41. Individualist cultures are more amenable to traditional performance evaluation.
42. Masculine cultures emphasize achievement and accomplishments.

 

Ans: b

Section Ref: Module 5.4

 

 

 

39. When raters gives themselves lower ratings than warranted, it is called ______.

1. destructive criticism
2. policy capturing
3. modesty bias
4. negative reinforcement

 

Ans: c

Section Ref: Module 5.4

 

 

 

40. A technique that allows researchers to code various characteristics and determine which weighed most heavily in decision making is called ______.

1. destructive criticism
2. policy capturing
3. modesty bias
4. negative reinforcement

 

Ans: b

Section Ref: Module 5.4

 

 

 

41. Negative feedback that is directed toward personal characteristics rather than job-related behaviors is called ______.

1. destructive criticism
2. policy capturing
3. modesty bias
4. negative reinforcement

 

Ans: a

Section Ref: Module 5.4

 

 

 

42. During a performance review, a manager is very sarcastic and offensive in providing feedback. This is an example of ______.

1. destructive criticism
2. policy capturing
3. modesty bias
4. negative reinforcement

 

Ans: a

Section Ref: Module 5.4

 

 

 

43. Collectivist cultures such as China tend to be higher in _____ than individualistic cultures like the U.S.

1. destructive criticism
2. policy capturing
3. modesty bias
4. negative reinforcement

 

Ans: c

Section Ref: Module 5.4