PM R2

___________ are competencies that each employee needs to display to do the job to a minimally adequate standard.

• Differentiating competencies
• Threshold competencies
• Distinguishing competencies
• None of these are correct

In this type of comparative system, employees are apportioned according to an approximately normal distribution.

• Simple rank order
• Paired comparisons
• Alternative rank order
• Forced distribution

Broad areas of a job for which the employee is responsible for producing results are called ___________________.

• responsibilities
• performance standards
• results
• key accountabilities

Differentiating competencies are:

• Those which allow us to distinguish between poor and average performers
• Those which allow us to distinguish between acceptable candidates and unacceptable candidates
• Those which allow us to distinguish between average and superior performers
• None of these is correct

All of the following are disadvantages of comparative systems EXCEPT:

• Competitive behaviors may become a problem
• Relative distance between employees’ performance is unclear
• Higher risk of leniency, severity, and central tendency biases
• Risk of legal issues

Recommendations for producing more star performers include all of the following EXCEPT:

• Eliminating situational constraints
• Paying attention to their developmental network
• Allowing stars to rotate across teams
• Don’t tell others about the preferential treatment that stars receive

The _______________ method of computing an overall score relies on the weights given to indicate the relative importance of each performance dimension measured to prevent personal bias from entering into the rating.

• creative
• mechanical
• methodological
• judgmental

An employee’s _______________ is/are usually best equipped to rate how well the employee removes organizational barriers, shields employees from politics, and improves other employee’s competence.

• peers
• customers
• supervisor
• direct reports

To maximize merit increases, to encourage employees, to promote undesired employees out of the unit, and to make managers look good to their supervisors are all reasons to __________ employee ratings.

• inflate
• not give
• deflate
• none of the above

______________ rating errors result because of the complexities involved in observing performance, storing that information in memory, and then recalling that information while rating an employee.

• Intentional
• Unintentional
• Negative
• Positive