TEST BANK
Performance Management
Herman Aguinis
ST
────────────────────────────────────────────────────
5th Edition
UV
IA
TEST BANK
?_
AP
PR
OV
ED
? ?
, TABLE OF CONTENTS
Test Bank: Performance Management, 5th Edition
By Herman Aguinis
ST
CHAPTER 1 Performance in Context
CHAPTER 2 Performance Management Process
CHAPTER 3 Performance Management and Strategic Planning
UV
CHAPTER 4 Defining Performance and Choosing a Measurement Approach
CHAPTER 5 Measuring Results and Behaviors
CHAPTER 6 Performance Analytics
IA
CHAPTER 7 Rolling Out the Performance Management System
CHAPTER 8 Performance Management and Employee Development
?_
CHAPTER 9 Performance Management Leadership
CHAPTER 10 Performance Management, Rewards, and the Law
CHAPTER 11 Team Performance Management
AP
PR
OV
ED
? ?
, Part I: Strategic and General Considerations
Chapter 1—Performance Management and Reward Systems in Context
True/False Questions
ST
1.1 A performance management system is the systematic description of an employee’s
strengths and weaknesses.
(Suggested points: 2, [1.1]); Pg. 3
UV
LO: 1
Answer:
False. Performance management is a continuous process of identifying, measuring,
and developing the performance of individuals and teams and aligning
performance with the strategic goals of the organization
IA
1.2 Linking the organization’s goals to individual and team goals helps reinforce
behaviors that will help with organizational goal achievement and communicates
?_
the most crucial business initiatives.
(Suggested points: 2, [1.2]); Pg. 5
LO: 2
Answer:
AP
True
1.3 Feedback can increase motivation to perform when it points out how an employee
is performing and acknowledges past successes.
PR
(Suggested points: 2, [1.3]); Pg. 9
LO: 3
Answer:
True
OV
1.4 Dangers of a poorly implemented performance management system include
wasted time and money, lack of standardized employee ratings, and confusion on
how ratings are obtained.
(Suggested points: 2, [1.4]); Pg. 14-15
LO: 4
ED
Answer:
True
1.5 A performance management system helps encourage employees to speak up and
offer innovative ideas.
??
(Suggested points: 2, [1.3]); Pg. 10
LO: 3
Answer:
True
1.6 Unfair performance ratings are the main problem with performance management
systems.
, Chapter 1
(Suggested points: 2, [1.4]); Pg. 15-16
LO: 5
Answer:
ST
False. Performance ratings are the “canary in the coal mine” and indicators of
problems with the PM system
1.7 Reliability and validity of performance management systems refer to the same
UV
thing.
(Suggested points: 2, [1.5]); Pg. 19
LO: 6
Answer:
False. Reliability refers to consistency and freedom from error, while Validity
IA
refers to the fact that the measures include all relevant performance facets and do
not include irrelevant information.
1.8 The strategic purpose of PM systems involves constructing the strategic vision for
?_
the organization.
(Suggested points: 2, [1.5]); Pg. 5
LO: 2
Answer:
AP
False. The strategic purpose of PM systems is to link an organization’s goals with
individuals’ goals.
1.9 A reliable performance management system includes all relevant performance
PR
facets and does not include irrelevant performance facets.
(Suggested points: 2, [1.5]); Pg. 19
LO: 6
Answer:
False. This describes a system’s validity, not reliability. A reliable performance
OV
management system is consistent. For example, if two supervisors provided ratings
of the same employee, or if one supervisor rated the same employee twice over a
short period of time during which nothing noticeable occurs, then the ratings
should be similar or identical.
ED
1.10 Distributive justice is the perception that the performance evaluation received is
fair relative to the work performed.
(Suggested points: 2, [1.5]); Pg. 20
LO: 6
Answer:
??
True
1.11 Performance management systems in foreign subsidiaries often differ from those
in home country headquarters as differences in the power distance (i.e., the degree
to which a society accepts unequal distribution of power) increase between/among
countries.
Performance Management
Herman Aguinis
ST
────────────────────────────────────────────────────
5th Edition
UV
IA
TEST BANK
?_
AP
PR
OV
ED
? ?
, TABLE OF CONTENTS
Test Bank: Performance Management, 5th Edition
By Herman Aguinis
ST
CHAPTER 1 Performance in Context
CHAPTER 2 Performance Management Process
CHAPTER 3 Performance Management and Strategic Planning
UV
CHAPTER 4 Defining Performance and Choosing a Measurement Approach
CHAPTER 5 Measuring Results and Behaviors
CHAPTER 6 Performance Analytics
IA
CHAPTER 7 Rolling Out the Performance Management System
CHAPTER 8 Performance Management and Employee Development
?_
CHAPTER 9 Performance Management Leadership
CHAPTER 10 Performance Management, Rewards, and the Law
CHAPTER 11 Team Performance Management
AP
PR
OV
ED
? ?
, Part I: Strategic and General Considerations
Chapter 1—Performance Management and Reward Systems in Context
True/False Questions
ST
1.1 A performance management system is the systematic description of an employee’s
strengths and weaknesses.
(Suggested points: 2, [1.1]); Pg. 3
UV
LO: 1
Answer:
False. Performance management is a continuous process of identifying, measuring,
and developing the performance of individuals and teams and aligning
performance with the strategic goals of the organization
IA
1.2 Linking the organization’s goals to individual and team goals helps reinforce
behaviors that will help with organizational goal achievement and communicates
?_
the most crucial business initiatives.
(Suggested points: 2, [1.2]); Pg. 5
LO: 2
Answer:
AP
True
1.3 Feedback can increase motivation to perform when it points out how an employee
is performing and acknowledges past successes.
PR
(Suggested points: 2, [1.3]); Pg. 9
LO: 3
Answer:
True
OV
1.4 Dangers of a poorly implemented performance management system include
wasted time and money, lack of standardized employee ratings, and confusion on
how ratings are obtained.
(Suggested points: 2, [1.4]); Pg. 14-15
LO: 4
ED
Answer:
True
1.5 A performance management system helps encourage employees to speak up and
offer innovative ideas.
??
(Suggested points: 2, [1.3]); Pg. 10
LO: 3
Answer:
True
1.6 Unfair performance ratings are the main problem with performance management
systems.
, Chapter 1
(Suggested points: 2, [1.4]); Pg. 15-16
LO: 5
Answer:
ST
False. Performance ratings are the “canary in the coal mine” and indicators of
problems with the PM system
1.7 Reliability and validity of performance management systems refer to the same
UV
thing.
(Suggested points: 2, [1.5]); Pg. 19
LO: 6
Answer:
False. Reliability refers to consistency and freedom from error, while Validity
IA
refers to the fact that the measures include all relevant performance facets and do
not include irrelevant information.
1.8 The strategic purpose of PM systems involves constructing the strategic vision for
?_
the organization.
(Suggested points: 2, [1.5]); Pg. 5
LO: 2
Answer:
AP
False. The strategic purpose of PM systems is to link an organization’s goals with
individuals’ goals.
1.9 A reliable performance management system includes all relevant performance
PR
facets and does not include irrelevant performance facets.
(Suggested points: 2, [1.5]); Pg. 19
LO: 6
Answer:
False. This describes a system’s validity, not reliability. A reliable performance
OV
management system is consistent. For example, if two supervisors provided ratings
of the same employee, or if one supervisor rated the same employee twice over a
short period of time during which nothing noticeable occurs, then the ratings
should be similar or identical.
ED
1.10 Distributive justice is the perception that the performance evaluation received is
fair relative to the work performed.
(Suggested points: 2, [1.5]); Pg. 20
LO: 6
Answer:
??
True
1.11 Performance management systems in foreign subsidiaries often differ from those
in home country headquarters as differences in the power distance (i.e., the degree
to which a society accepts unequal distribution of power) increase between/among
countries.
