Performance Management Quiz
Performance Management Mastery Quiz
Test your knowledge on the fundamentals of performance management with our comprehensive quiz. This 37-question challenge covers various aspects including performance assessment, effective feedback, and team dynamics.
Gain insights into:
- Key concepts of performance management
- Methods for effective performance appraisal
- Strategies for fostering team motivation and engagement
1. Performance management is a process which contributes to the effective management of individuals and teams to achieve high levels of organizational performance?
A. True
B. False
2.Performance Management should incorporate which of the following …?
A. Performance Improvement
B. Individual and Team Development
C. Management of Behaviour
D. All of the Above
3.Performance Assessment and Appraisal can be formal and informal ?
A. True
B. False
4.The Performance Review Process includes which of the following steps …?
A. Completion of a self-appraisal/draft objectives for the forthcoming year
B. The self-appraisal would be forwarded to the line manager a month before the annual review
C. The line manager would incorporate his/her comments into the document, with scores for performance
D. The employee and line manager meet to discuss the performance appraisal, performance, goals, training and development, and any other relevant issues
E. Some organisations have a second manger to add comment (usually the line manager of the person reporting on the employee). This is to ensure fairness amongst, and parity of treatment by, reviewers
F. The outcome would be recorded
G. Agreed actions would be included in work plans
H. None of the above
I. All of the above
5.Performance management doesn’t incorporates the following elements …• Day to day Supervision • On going supervision and Training • Checking work projects and timesheets etc • Performance review and appraisal • One to one conversations and meetings • Team meeting and project review • Occasional ‘quiet word’ • Solving problems and ongoing feedback
A. True
B. False
6.Ensuring Fairness in the Review Process Performance appraisal and reviews should be conducted in an open, fair, and unbiased manner and be seen as a positive experience for the employee ?
A. True
B. False
7.The review meeting would incorporate which of the following …?
A. Review of job parameters, goals and objectives
B. Review of the employee’s performance
C. Identification of necessary actions
D. Individual training and development or support requirements
E. Resourcing issues
F. Agreeing and refining goals and objectives for the next reporting period
G. Agreeing how goals will be measured and reported
H. All of the above
8.Which of following mentioned below are all weaknesses that leave increased scope for unfairness…?
Failure to set specific, measurable goals and objectives for employees
Managers not recording observations throughout the performance period and forgetting to include comment about key elements of work performance
Having no data or specific examples to support observations
Failing to confront employee problems when they occur but bringing the issue up at review, denying the employee the chance to correct their performance
Failure to maintain on-going dialogue with employees, speaking predominantly at performance review time
Inconsistencies in appraisal criterion – for example having assessment of competencies that are not relevant to the role
Having a single person reporting on employees
Not having rigid reporting periods with which line managers must comply
Overfamiliarity between the line manager and employees leading to favouritism and bias in composing assessments.
All of the above
9.Further job skills training,On-the-job coaching or mentoring support,Off the job learning – for generic skills such as writing skills, team member skills,Changing or rotating responsibilities ,Changing roles or task allocation,Increasing or decreasing the size of the Team,Problem solving meetings with individuals or the Team, More serious action in tandem with HR could include counselling, informal warnings, formal warnings, and dismissal are all actions that could be implemented with dealing with underperformance ?
A. True
B. False
10. Which of the below shows the process be followed when dealing with Under-performance ?
A. Identify the problem
B. Assess the problem
C. Discuss the problem with employee
D. Jointly agree a solution
E. Set clear objectives for improvement
F. Monitor performance
G. Review performance
H. Keep a record of discussions and actions
I. All steps named above
11. The named are all common reasons for …?• Unclear goals, standards or policies • Interpersonal differences – a negative or unpleasant atmosphere or low morale • Lack of capability, knowledge or skills required to do the job. • Lack of confidence • Lack of feedback • Unsatisfactory working conditions • Lack of personal motivation • Personal issues such as family stress, physical and/or mental health problems or issues with alcohol or drugs. • Misunderstandings about what or how things should be done • Bullying and or harassment
A. Underperformance
B. Poor team management
12.Prime Characteristics of Low Performance in Teams are….?
A. Weak Leadership
B. Lack of Clear Goals
C. Conflict and fear of conflict
D. Avoidance of responsibility
E. Differing values
F. Lack of trust
G. Low self-belief
H. All of the above
I. None of the above
13.A goal: ‘An observable end result to be achieved within a more or less fixed timeframe’?
A. True
B. False
14.An objective: ‘An end that can be reasonably achieved within an expected timeframe and with available resources. Objectives are a tool that underlies all planning and strategic activities?
A. True
B. False
15.Setting objectives should be Specific,Measurable,Agreed,Realistic (and achievable),Time-bounded… ?
A. True
B. False
16.Quality Standards definition …?
A. A quality standard is a ‘concise statement describing the expected level of service performance or product quality
B. One widely applied definition of quality is ‘fit for purpose’
C. Both
17.Key Performance Indicators (KPIs) Are Indicators or measures against which we can accurately assess work performance?
A. True
B. False
18.What is Interpersonal Behaviour?
A. Interpersonal behaviour is how people interact with one another (sometimes called ‘social skills’ or ‘people skills’)
B. They include how well we communicate with others and how well we listen and understand what is being said
C. Effective interpersonal behaviour contributes directly to performance
D. All the above
19.What behaviours do people with good interpersonal skills display?
A. Effectively conveying information
B. Paying attention to others
C. Actively Listening
D. Taking an interest in other team members
E. Being able to accurately interpret other people's emotions
F. Being sensitive to other people's feelings
G. Being approachable
H. Ability to suspend judgement
I. Willingness to see other perspectives and to value diversity in others
J. Calmly and effectively resolving conflict
K. Encouraging others
L. Displaying positive body language
M. Avoiding gossip
N. Being polite
O. Encouraging and allowing people to express their opinions, and to discuss problems openly
P. Involving others in decision making where possible
Q. Taking opportunities to help others.
R. All of the above
20.What is the impact of poor interpersonal skills in teams..?
Reduced effectiveness
Low productivity
Unfulfilling and unpleasant working atmosphere
High turnover of employees
Loss of customers
Poor decision-making
Stress and Aggression and conflict
Wasted time, money and other resources
All named above
21.Motivation is the willingness to exert high levels of effort to reach organizational goals, with satisfaction of some individual need?
A. True
B. False
25.Medal and Mission Petty offers an approach that enables both recognition and achievement to be part of an on-going technique for motivating your team. When someone has achieved, you give them ‘the medal’ I.e. a ‘well done’ with an explanation of why and what they have done well and then set ‘the [new or revised] mission’ (the new task or developmental objective(s)). The new objective(s) in turn give more opportunity to apply the ‘medal and mission’ approach…?
A. True
B. False
22.The process in which leaders provide a rationale for each employee’s performance-appraisal rating and follow with a discussion to ensure rating alignment is called ?
A Feedback.
B Calibration.
C Alignment.
D Assessment
23.Pitfalls with continuous-feedback performance models include ?
A Inconsistency among leaders.
B Unclear or missing documentation.
CA lack of action-oriented feedback.
D All of the above.
24.Soliciting anonymous feedback that is quick and easy to provide from co-workers and others in the organization will result in higher response rates and the ability to timely identify and address performance issues.
A True
B False
25.A common error when evaluating employee performance in which the rate does not diligently measure performance, provide feedback, and document results and often cannot remember the earlier part of the performance period is called:
A Recency effect.
B Halo/horn effect.
C Lack of differentiation.
D Personal bias.
26.What approach should employers take when an employee goes on leave after receiving a disciplinary warning with a specified period for correction?
A Enforce the disciplinary period as though the employee were actively working.
B “Stop the clock” and suspend the disciplinary period until the employee returns to work.
C Disregard the disciplinary warning and allow the employee to start fresh when he or she returns to work.
D None of the above.
27.Performance management is
A. Interpersonal influence, exercised by a leader in specific situations or in response to critical incidents or developmental opportunities.
B. Formal and more general feedback and information at predetermined intervals.
28.Performance management is …?
A. Have the employee understand and accept changes that will increase his/her effectiveness and performance.
B. Information for management decision making- rewards, compensation, discipline, promotions, etc.
29.Performance management is …?
A. Designed to enhance performance in work related efforts. Focuses on specific criteria to be met. Typically a job performance deficit may be identified and the employee must extend effort to “fix” the problem area.
B. The employee becomes the best he/she can based on internal gifts, qualities, and values. As a result, performance in many areas almost always improves
30.Performance management is about setting mutually agreed upon goals.?
A. True
B. False
31.Performance management is about just the appraisal form and/or system. ?
A. True
B. False
32.Performance management is about addressing both what an employee should achieve and should avoid (True or False?)
A. True
B. False
33.The Performance Management Cycle model presented in class includes all but which item?
A. Goal setting
B. Review
C. Coaching & feedback
D. New employee orientation
34.A manager’s involvement in helping employees set goals includes all but which item?
A. Provide direction
B. Provide clarity
C. Provide initiative
D. Provide support
35.One of the key reasons you help employees set goals is to plan and agree upon the behaviours you want from your employees. (True or False?)
A. True
B. False
36.Difficult performance management conversations focus on three main objectives. Choose the item that does not belong.
A. To correct performance, not to punish the performer
B. To protect the employee’s rights
C. To protect you and the organization
D. To project manpower needs for the coming year
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