HRIR 3021 Final Exam Definitions
QUESTIONS WITH COMPLETE
SOLUTIONS 2025
Learning Objective 10.3: Define 5 criteria for measuring the effectiveness of a
performance management system. - Answer--performance measures should be
strategic--fitting with the organization's strategy by supporting its goals and culture
-performance measures should be valid, so that they measure all of the relevant
aspects of performance and do not measure irrelevant aspects of performance
-these measures should also provide interrater and test-retest reliability, so that
appraisals are consistent among raters and overtime
-performance measurement systems should be acceptable to the people who use them
or receive feedback from them
-a performance measure should be specific, telling employees what is expected of them
and how they can meet those expectations
Learning Objective 10.4: Compare the major methods for measuring performance. -
Answer--performance measurement may use ranking systems such as simple ranking,
forced distribution or paired comparisons to compare one individual's performance with
that of other employees
-these methods may be time consuming and they will be seen as unfair if actual
performance is not distributed in the same way as the ranking system requires
-however ranking counteracts some forms of rater bias and helps distinguish employees
for administrative decisions
-other approaches involve rating employees' attributes, behaviors or outcomes
-rating attributes is relatively simple but not always valid, unless attributes are
specifically defined
-rating behaviors requires a great deal of information, byt these methods can be very
effective. they can link behaviors to goals, and ratings by trained raters may be highly
reliable. rating results, such as productivity or achievement of objectives, tends to be
less subjective than other kinds of rating, making this approach high acceptable.
-validity may be a problem because of factors outside the employee's control. this
method also tends not to provide much basis for determining how to improve.
-focusing on quality can provide practical benefits, but is not as useful for administrative
and developmental decisions.
Learning Objective 10.5: Describe major sources of perfomance information in terms of
their advantages and disadvantages. - Answer--performance information may come
from an employee's self appraisal and from appraisals by the employee's supervisor,
employees, peers and customers.
-using only one source makes the appraisal more subjective. Organizations may
combine many sources into a 360-degree performance appraisal.
,-Gathering information from each employee's manager may produce accurate
information, unless the supervisor has little opportunity to observe the employee.
-Peers are excellent source of information about performance in a job where the
supervisor does not often observe the employee. Disadvantages are that friendships (or
rivalries) may bias ratings and peers may be uncomfortable with the role of rating a
friend.
-subordinates often have the best chance to see how a manager treats employees.
Employees may be reluctant to contribute honest opinions about a supervisor unless
they can provide information anonymously.
-self-appraisals may be biased, but they do come from the person with the most
knowledge of the employee's behavior on the job and they provide a basis for
discussion in feedback sessions, opening up fruitful comparisons and areas of
disagreement between the self-appraisal and other appraisals.
-customers may be an excellent source of performance information, although obtaining
customer feedback tends to be expensive.
Learning Objective 10.6: Define types of rating errors, and explain how to minimize
them. - Answer--people observe behavior often without a practical way of knowing all
the relevant circumstances and outcomes, so they necessarily interpret what they see
-a common tendency is to give higher evaluations to people we consider similar to
ourselves.
-other errors involve using only part of the rating scale: giving all employees ratings at
the high end of the scale is called leniency error. rating everyone at the low end of the
scale is called strictness error. rating all employees at or near the middle is called
central tendency.
-the halo error refers to rating employees positively in all areas because of strong
performance observed in one area.
-the horns error is a rating employees negatively in all areas because of weak
performance observed in one area.
-ways to reduce rater error are training raters to be aware of their tendencies to make
rating errors and training them to be sensitive to the complex nature of employee
performance so they will consider many aspects of performance in greater depth.
-politics also may influence ratings. organizations can minimize appraisal politics by
establishing a fair appraisal system and bringing managers together to discuss ratings
in calibration meetings.
Learning Objective 10.7: Explain how to provide performance feedback effectively. -
Answer--performance feedback should be a regular, scheduled management activity so
that employees can correct problems as soon as they occur.
-Managers should prepare by establishing a neutral location, emphasizing that feedback
session will be a chance for discussion and asking the employee to prepare a self-
assessment
-during the feedback session, managers should strive for a problem-solving approach
and encourage employees to voice their opinions and discuss performance goals.
-the manager should look for opportunities to praise and should limit criticism
-the discussion should focus on behavior and results rather than on personalities.
,Learning Objective 10.8: Summarize ways to produce improvement in unsatisfactory
performance. - Answer--for an employee who is motivated but lacks ability, the manager
should provide coaching and training, give detailed feedback about performance and
consider restructuring the job
-for an employee who has the ability but lacks motivation, the manager should
investigate whether outside problems are a distraction and if so refer the employee for
help. If the problem has to do with the employee's not feeling appreciated or rewarded,
the manager should try to deliver more praise and evaluate whether additional pay and
other rewards are appropriate.
-for an employee lacking both ability and motivation, the manager should consider
whether the employee is good fit for the position. Specific feedback or withholding
rewards may spur improvement or the employee may have to be demoted or
terminated.
-solid employees who are high in ability and motivation will continue so and may be able
to contribute even more if the manager provide appropriate direct feedback, rewards
and opportunities for development.
hot-stove rule - Answer-principle of discipline that says discipline should be like a hot
stove, giving clear warning and following up with consistent, objective immediate
consequences
progressive discipline - Answer-a formal discipline process in which that consequences
become more serious if the employee repeats the offense
alternative dispute resolution (ADR) - Answer-methods of solving a problem by bringing
in an impartial outside but not using the court system
open-door policy - Answer-an organization's policy of making managers available to
hear complaints
peer review - Answer-process for resolving disputes by taking them to a panel
composed of representatives from the organization at the same levels as the people in
the dispute
mediation - Answer-conflict resolution procedure in which a mediator hears the views of
both sides and facilitated the negotiation process but has no formal authority to dictate a
resolution
arbitration - Answer-conflict resolution procedure in which an arbitrator or arbitration
board determines a binding settlement
employee assistance program (EAP) - Answer-a referral service that employees can
use to seek professional treatment for emotional problems or substance abuse
, outplacement counseling - Answer-a service in which professionals try to help
dismissed employees manage the transition from on job to another
job withdrawl - Answer-a set of behaviors with which employees try to avoid the work
situation physically, mentally, or emotionally
role - Answer-the set of behaviors that people expect of a person in a particular job
role ambiguity - Answer-uncertainty about what the organization expects from the
employee in terms of what to do or how to do it
role conflict - Answer-an employee's recognition that demands of the job are
incompatible or contradictory
role overload - Answer-a state in which too many expectations or demands are placed
on a person
job involvement - Answer-the degree to which people identify themselves with their jobs
organizational commitment - Answer-the degree to which an employee identifies with
the organization and is willing to put forth effort on its behalf
job satisfaction - Answer-a pleasant feeling resulting from the perception that one's jobs
fulfills or allows for the fulfillment of one's important job values
role analysis technique - Answer-a process of formally identifying expectations
associated with a role
exit interview - Answer-a meeting of a departing employee with the employee's
supervisor and/or human resource specialist to discuss the employee's reasons for
leaving
job structure - Answer-the relative pay for different jobs within the organization
pay level - Answer-the average amount (including wages, salaries, and bonuses) the
organization pays for a particular job
pay structure - Answer-the pay policy resulting from job structure and pay level
decisions
minimum wage - Answer-the lowest amount that employers may pay under federal or
state law, stated as an amount of pay per hour
Fair Labor Standards Act (FLSA) - Answer-federal law that establishes a minimum
wage and requirements for overtime pay and child labor
QUESTIONS WITH COMPLETE
SOLUTIONS 2025
Learning Objective 10.3: Define 5 criteria for measuring the effectiveness of a
performance management system. - Answer--performance measures should be
strategic--fitting with the organization's strategy by supporting its goals and culture
-performance measures should be valid, so that they measure all of the relevant
aspects of performance and do not measure irrelevant aspects of performance
-these measures should also provide interrater and test-retest reliability, so that
appraisals are consistent among raters and overtime
-performance measurement systems should be acceptable to the people who use them
or receive feedback from them
-a performance measure should be specific, telling employees what is expected of them
and how they can meet those expectations
Learning Objective 10.4: Compare the major methods for measuring performance. -
Answer--performance measurement may use ranking systems such as simple ranking,
forced distribution or paired comparisons to compare one individual's performance with
that of other employees
-these methods may be time consuming and they will be seen as unfair if actual
performance is not distributed in the same way as the ranking system requires
-however ranking counteracts some forms of rater bias and helps distinguish employees
for administrative decisions
-other approaches involve rating employees' attributes, behaviors or outcomes
-rating attributes is relatively simple but not always valid, unless attributes are
specifically defined
-rating behaviors requires a great deal of information, byt these methods can be very
effective. they can link behaviors to goals, and ratings by trained raters may be highly
reliable. rating results, such as productivity or achievement of objectives, tends to be
less subjective than other kinds of rating, making this approach high acceptable.
-validity may be a problem because of factors outside the employee's control. this
method also tends not to provide much basis for determining how to improve.
-focusing on quality can provide practical benefits, but is not as useful for administrative
and developmental decisions.
Learning Objective 10.5: Describe major sources of perfomance information in terms of
their advantages and disadvantages. - Answer--performance information may come
from an employee's self appraisal and from appraisals by the employee's supervisor,
employees, peers and customers.
-using only one source makes the appraisal more subjective. Organizations may
combine many sources into a 360-degree performance appraisal.
,-Gathering information from each employee's manager may produce accurate
information, unless the supervisor has little opportunity to observe the employee.
-Peers are excellent source of information about performance in a job where the
supervisor does not often observe the employee. Disadvantages are that friendships (or
rivalries) may bias ratings and peers may be uncomfortable with the role of rating a
friend.
-subordinates often have the best chance to see how a manager treats employees.
Employees may be reluctant to contribute honest opinions about a supervisor unless
they can provide information anonymously.
-self-appraisals may be biased, but they do come from the person with the most
knowledge of the employee's behavior on the job and they provide a basis for
discussion in feedback sessions, opening up fruitful comparisons and areas of
disagreement between the self-appraisal and other appraisals.
-customers may be an excellent source of performance information, although obtaining
customer feedback tends to be expensive.
Learning Objective 10.6: Define types of rating errors, and explain how to minimize
them. - Answer--people observe behavior often without a practical way of knowing all
the relevant circumstances and outcomes, so they necessarily interpret what they see
-a common tendency is to give higher evaluations to people we consider similar to
ourselves.
-other errors involve using only part of the rating scale: giving all employees ratings at
the high end of the scale is called leniency error. rating everyone at the low end of the
scale is called strictness error. rating all employees at or near the middle is called
central tendency.
-the halo error refers to rating employees positively in all areas because of strong
performance observed in one area.
-the horns error is a rating employees negatively in all areas because of weak
performance observed in one area.
-ways to reduce rater error are training raters to be aware of their tendencies to make
rating errors and training them to be sensitive to the complex nature of employee
performance so they will consider many aspects of performance in greater depth.
-politics also may influence ratings. organizations can minimize appraisal politics by
establishing a fair appraisal system and bringing managers together to discuss ratings
in calibration meetings.
Learning Objective 10.7: Explain how to provide performance feedback effectively. -
Answer--performance feedback should be a regular, scheduled management activity so
that employees can correct problems as soon as they occur.
-Managers should prepare by establishing a neutral location, emphasizing that feedback
session will be a chance for discussion and asking the employee to prepare a self-
assessment
-during the feedback session, managers should strive for a problem-solving approach
and encourage employees to voice their opinions and discuss performance goals.
-the manager should look for opportunities to praise and should limit criticism
-the discussion should focus on behavior and results rather than on personalities.
,Learning Objective 10.8: Summarize ways to produce improvement in unsatisfactory
performance. - Answer--for an employee who is motivated but lacks ability, the manager
should provide coaching and training, give detailed feedback about performance and
consider restructuring the job
-for an employee who has the ability but lacks motivation, the manager should
investigate whether outside problems are a distraction and if so refer the employee for
help. If the problem has to do with the employee's not feeling appreciated or rewarded,
the manager should try to deliver more praise and evaluate whether additional pay and
other rewards are appropriate.
-for an employee lacking both ability and motivation, the manager should consider
whether the employee is good fit for the position. Specific feedback or withholding
rewards may spur improvement or the employee may have to be demoted or
terminated.
-solid employees who are high in ability and motivation will continue so and may be able
to contribute even more if the manager provide appropriate direct feedback, rewards
and opportunities for development.
hot-stove rule - Answer-principle of discipline that says discipline should be like a hot
stove, giving clear warning and following up with consistent, objective immediate
consequences
progressive discipline - Answer-a formal discipline process in which that consequences
become more serious if the employee repeats the offense
alternative dispute resolution (ADR) - Answer-methods of solving a problem by bringing
in an impartial outside but not using the court system
open-door policy - Answer-an organization's policy of making managers available to
hear complaints
peer review - Answer-process for resolving disputes by taking them to a panel
composed of representatives from the organization at the same levels as the people in
the dispute
mediation - Answer-conflict resolution procedure in which a mediator hears the views of
both sides and facilitated the negotiation process but has no formal authority to dictate a
resolution
arbitration - Answer-conflict resolution procedure in which an arbitrator or arbitration
board determines a binding settlement
employee assistance program (EAP) - Answer-a referral service that employees can
use to seek professional treatment for emotional problems or substance abuse
, outplacement counseling - Answer-a service in which professionals try to help
dismissed employees manage the transition from on job to another
job withdrawl - Answer-a set of behaviors with which employees try to avoid the work
situation physically, mentally, or emotionally
role - Answer-the set of behaviors that people expect of a person in a particular job
role ambiguity - Answer-uncertainty about what the organization expects from the
employee in terms of what to do or how to do it
role conflict - Answer-an employee's recognition that demands of the job are
incompatible or contradictory
role overload - Answer-a state in which too many expectations or demands are placed
on a person
job involvement - Answer-the degree to which people identify themselves with their jobs
organizational commitment - Answer-the degree to which an employee identifies with
the organization and is willing to put forth effort on its behalf
job satisfaction - Answer-a pleasant feeling resulting from the perception that one's jobs
fulfills or allows for the fulfillment of one's important job values
role analysis technique - Answer-a process of formally identifying expectations
associated with a role
exit interview - Answer-a meeting of a departing employee with the employee's
supervisor and/or human resource specialist to discuss the employee's reasons for
leaving
job structure - Answer-the relative pay for different jobs within the organization
pay level - Answer-the average amount (including wages, salaries, and bonuses) the
organization pays for a particular job
pay structure - Answer-the pay policy resulting from job structure and pay level
decisions
minimum wage - Answer-the lowest amount that employers may pay under federal or
state law, stated as an amount of pay per hour
Fair Labor Standards Act (FLSA) - Answer-federal law that establishes a minimum
wage and requirements for overtime pay and child labor
