<<1234567891011121314151617181920212223242526>> 1. What is a primary purpose of the Assessment Centre?Conducting traditional performance appraisalsMeasuring employee satisfaction levelsIdentifying future potential leaders and assessing managerial potentialSolely assessing technical skillsQuestion 1 of 26 2. What traits or skills are commonly assessed in an Assessment Centre?Technical expertise onlyInterpersonal skills, leadership qualities, planning abilities, problem-solving, stress tolerance, motivation, and communication skillsAdministrative skills onlyJob-specific knowledgeQuestion 2 of 26 3. What characterizes the MBO process?Focus on external controls for employee motivationEmphasis on specific methods over goal achievementFrequent performance reviews and joint goal settingEmployee exclusion from goal-setting discussionsQuestion 3 of 26 4. What is a potential disadvantage of using MBO?Lack of employee motivationNeglect of process in favor of resultsLimited identification of training needsExcessive focus on goal-setting discussionsQuestion 4 of 26 5. What does the Human Asset Accounting Method emphasize?Individual performance assessmentsOverall organizational human capital valueMonetary valuation of tangible assets onlySkilled observer evaluationsQuestion 5 of 26 6. What is a key feature of the Behaviorally Anchored Rating Scales (BARS)?Sole reliance on subjective evaluationsDevelopment of rating scales based on effective and ineffective performance incidentsUse of only behavior anchors for performance dimensionsQuick and easily administered assessmentsQuestion 6 of 26 7. What is the initial step in developing Behaviorally Anchored Rating Scales (BARS)?Creating performance dimensionsConducting behavior ratingsIdentifying effective and ineffective job behaviorsEstablishing behavioral anchorsQuestion 7 of 26 8. What is the purpose of creating performance dimensions in BARS development?Identifying job expertsTranslating behaviors into measurable dimensionsConducting behavior rating assessmentsEstablishing behavioral anchorsQuestion 8 of 26 9. How are behaviors rated in the Behaviorally Anchored Rating Scales (BARS)?Behavioral anchors based on subordinates' assessmentsBehavioral anchors established by senior managementExperts rate behavior effectiveness on relevant dimensionsBehavior rating conducted by self-assessment onlyQuestion 9 of 26 10. What is the core concept of the 360 Degree Appraisal Method?Sole reliance on self-assessmentEmployee-centered ratings by various stakeholdersEvaluation exclusively by seniors and subordinatesEvaluation only by colleagues (peers)Question 10 of 26 11. What minimizes human bias in the 360 Degree Appraisal Method?Single-rater systemOpen and transparent feedbackMulti-rate system involving various stakeholdersExclusively self-assessed feedbackQuestion 11 of 26 12. What is crucial for the credibility of feedback in the 360 Degree Appraisal Method?Closed feedback mechanismConfidentiality in feedback provisionOpen and transparent feedbackUse of a single appraisal methodQuestion 12 of 26 13. In the Three-Part Appraisal Method, what is the second step after the self-appraisal by the employee?Review by the superior of the reporting authorityPerformance appraisal by the reporting authoritySetting objectives for the following yearPrivate sector emphasis on financial rewardsQuestion 13 of 26 14. What is emphasized in the Three-Part Appraisal Method regarding feedback?Lack of feedback provision to officersPrivate sector's financial rewards linkTransparency in feedback provided to officersReporting authority's self-growth focusQuestion 14 of 26 15. What makes the 720-Degree Appraisal Method more comprehensive than previous methods?Focus on upper-level managers onlyEmphasis on personal growth onlyTwo rounds of feedback and appraisalCustomer/Investor Perspective in reviewsQuestion 15 of 26 16. What is the purpose of the double 360-Degree process in the 720-Degree Appraisal Method?Solely for upper-level managersTo ensure achievement of set goals before the next appraisalTo involve customers and investors in the appraisal processEmphasis on timely feedbackQuestion 16 of 26 17. Who is involved in the 720-Degree Appraisal Method besides upper-level managers?Exclusively subordinatesCustomers and investorsSolely the reporting authorityFocus on private sector employeesQuestion 17 of 26 18. In the Three-Part Appraisal Method, what is the second step after the self-appraisal by the employee?Review by the superior of the reporting authorityPerformance appraisal by the reporting authoritySetting objectives for the following yearPrivate sector emphasis on financial rewardsQuestion 18 of 26 19. What is emphasized in the Three-Part Appraisal Method regarding feedback?Lack of feedback provision to officersPrivate sector's financial rewards linkTransparency in feedback provided to officersReporting authority's self-growth focusQuestion 19 of 26 20. What makes the 720-Degree Appraisal Method more comprehensive than previous methods?Focus on upper-level managers onlyEmphasis on personal growth onlyTwo rounds of feedback and appraisalCustomer/Investor Perspective in reviewsQuestion 20 of 26 21. What is the purpose of the double 360-Degree process in the 720-Degree Appraisal Method?Solely for upper-level managersTo ensure achievement of set goals before the next appraisalTo involve customers and investors in the appraisal processEmphasis on timely feedbackQuestion 21 of 26 22. Who is involved in the 720-Degree Appraisal Method besides upper-level managers?Exclusively subordinatesCustomers and investorsSolely the reporting authorityFocus on private sector employeesQuestion 22 of 26 23. What is a characteristic of the Confidential Report approach compared to Performance Appraisal?Openness and transparencyAnnual collaborative exercisesLack of employee involvementRegular feedback and self-appraisalQuestion 23 of 26 24. How is the Confidential Report typically viewed by employees?Positive perception and clear understandingSurrounded by mystery and creates negativityOpenness and collaborative perceptionFocus on employee development and growthQuestion 24 of 26 25. What is a significant difference between Performance Appraisal and the Confidential Report approach?Emphasis on the superior's power and influenceLack of transparency in both methodsFocus on employee involvement and goal settingConfidential Report's alignment with modern work cultureQuestion 25 of 26 26. What is a common criticism of the Confidential Report approach compared to Performance Appraisal?Lack of developmental considerationRegular feedback provided to employeesCollaborative and transparent natureAlignment with modern work cultureQuestion 26 of 26 Loading...
