11.A multisource assessment uses performance feedback from the employee’s supervisor as well as from other sources that are familiar with an employee’s job performance.
12.Asking employees to assess their own performance and capabilities is not very important.
13.It is important to choose measures that are appropriate to the organizational level and the desired results and to use measures that are valid and reliable.
14.The two primary types of performance measurement methods are rating methods and ranking methods.
15.The essay appraisal method requires the assessor to write a brief essay providing an assessment of the strengths, weaknesses, and potential of the target employee.
16.Many supervisors are confident that they have spent sufficient time watching their employees’ behavior and that their ratings will prove correct if questioned.
17.If performance management is done well throughout the year, the performance appraisal discussion should be a review of feedback that has already occurred and a discussion of future goals and development plans.
18.If an employee’s performance is below standard, corrective action should be taken to correct the performance or behavior problem.
19.A performance improvement plan should be created solely by the department.
20.A performance plan describes desired goals and results, how results will be measured and weighted, and what standards will be used to evaluate results.
21.Performance plans are best developed in partnership with the employee to maximize employee commitment and help to ensure that the plan is fully understood.
22.To encourage desired performance management behaviors, organizations must make managers accountable for providing regular and accurate feedback, and reward them for doing a good job.
23.In most cases, online performance management systems do not even require a face-to-face conversation with the employee.
24.Some of the most common weaknesses in a performance management system involve the tendency of evaluators to be too lenient, too critical, or too subjective.
25.The contrast effect occurs when a rating determination is made by comparing the target employee with someone else rather than with the performance standards.