<<12345678910111213141516171819202122232425>> 1. What is the trend shift observed in Performance Appraisal compared to the Confidential Report approach?Moving towards more secretive evaluationsLess emphasis on employee involvementShifting towards open, collaborative, and transparent systemsIncreased focus on the superior's evaluationQuestion 1 of 25 2. What is a potential merit of a good performance appraisal system?Leniency or strictness in ratingsPossibility of central tendency in assessmentObjective reflection of employee performanceHalo effect influencing overall assessmentQuestion 2 of 25 3. Which characteristic is commonly associated with a good performance appraisal system?Emphasis on the status effectTendency for lenient ratingsTransparency in the evaluation processHalo effect influencing ratingsQuestion 3 of 25 4. Which error involves letting one trait influence the overall assessment?Halo EffectCentral TendencyStatus EffectHorn EffectQuestion 4 of 25 5. What is a characteristic of the Central Tendency error in performance appraisals?Strict rating patternAvoiding personal biasesAssigning average ratings without careful evaluationDiscriminating between high and low performersQuestion 5 of 25 6. What does performance review primarily involve?Continuous review aiming for year-end resultsFrequent reviews including instant feedback and correctionsExclusive focus on annual performance appraisalsAssessing employee performance by their subordinatesQuestion 6 of 25 7. What is a crucial step in the preparation for performance review by superiors?Rushing through the documents for a quick judgmentEngaging in discussions without reviewing past appraisalsCareful examination of past appraisals, goal-setting documents, and performance reportsAvoiding discussions with the employee before forming an initial opinionQuestion 7 of 25 8. What is the importance of the preliminary impression in the performance appraisal process?It facilitates immediate final judgment without discussionsHelps in avoiding a comprehensive assessmentServes as the final conclusion without employee inputForms an initial opinion about the employee's performance based on document reviewQuestion 8 of 25 9. What is the purpose of the appraisal interview between the appraiser and appraise?To avoid identifying areas for growth and trainingTo discourage employee input and opinionsTo provide feedback, set goals, and facilitate agreement on targetsTo skip preparation for the interview processQuestion 9 of 25 10. What precaution is suggested for conducting an effective appraisal interview?Encouraging disturbances during the interview processAvoiding employee input and opinionsChoosing a comfortable venue and ensuring no disturbancesCreating a negative atmosphere during the interviewQuestion 10 of 25 11. How should effective feedback be delivered during the appraisal interview?Listening actively, avoiding judgment, and offering constructive feedbackRushing through the feedback without considering the employee's perspectiveOffering solely negative feedback to motivate improvementJudging the employee's performance without allowing any inputQuestion 11 of 25 12. What is an essential approach when providing feedback to employees?Using strong positive or negative languageAdopting a fault-finding attitudeOffering suggestions for employee developmentCriticizing without appreciating achievementsQuestion 12 of 25 13. What is a recommended approach to foster a positive feedback environment?Creating a fault-finding atmosphereUsing vague or excessive languageEncouraging an open atmosphere and self-assessmentAdopting a judgmental role without reasoningQuestion 13 of 25 14. What is a recommended action when giving feedback to employees?Preventing disturbances during the meetingUsing vague language and unclear questionsAdopting a judgmental role without reasoningAvoiding an open atmosphere for discussionQuestion 14 of 25 15. Which action should be avoided when providing feedback?Encouraging an open atmosphere for discussionPraising achievements and offering constructive criticismUsing clear language and relevant questionsAdopting a judgmental role without reasoningQuestion 15 of 25 16. What responsibility lies with seniors concerning their subordinates?Encouraging an open atmosphere and self-assessmentAvoiding vague language and unclear questionsEnsuring good performance and development of subordinatesUsing strong positive or negative languageQuestion 16 of 25 17. What is the primary purpose of counseling in an organizational context?Reprimand employees for their performanceCommunicate feedback and improve performanceMaintain status quo without addressing issuesEstablish performance ambiguity for employeesQuestion 17 of 25 18. What are the three stages involved in the counseling process?Clarify, assess, and motivateRecognize, help realize, and manage the problemIgnore, overlook, and reprimandCriticize, demotivate, and penalizeQuestion 18 of 25 19. What is an essential counseling skill when evaluating an employee's performance?Avoid being specific and descriptive in performance evaluationFocus solely on personal traits rather than performance issuesCriticize behavior constructively without offering solutionsBe specific and descriptive in performance evaluationQuestion 19 of 25 20. How do organizations handle average performers?They overlook average performers' contributionsRetain average performers but don't provide any supportHandle them differently based on philosophy, using various improvement approachesDismiss average performers without any compassionate approachQuestion 20 of 25 21. What might affect the status of average performers in a changing work environment?Low motivation levels among average performersStable performance despite technological shiftsChanging scenarios such as mergers and increased competitionUnaffected performance due to job securityQuestion 21 of 25 22. What is the primary purpose of counseling in an organizational context?Reprimand employees for their performanceCommunicate feedback and improve performanceMaintain status quo without addressing issuesEstablish performance ambiguity for employeesQuestion 22 of 25 23. What are the three stages involved in the counseling process?Clarify, assess, and motivateRecognize, help realize, and manage the problemIgnore, overlook, and reprimandCriticize, demotivate, and penalizeQuestion 23 of 25 24. What is an essential counseling skill when evaluating an employee's performance?Avoid being specific and descriptive in performance evaluationFocus solely on personal traits rather than performance issuesCriticize behavior constructively without offering solutionsBe specific and descriptive in performance evaluationQuestion 24 of 25 25. How do organizations handle average performers?They overlook average performers' contributionsRetain average performers but don't provide any supportHandle them differently based on philosophy, using various improvement approachesDismiss average performers without any compassionate approachQuestion 25 of 25 Loading...
