21.When considering the use of 360-degree performance appraisal systems, the ratings should be introduced for evaluative purposes only.
22.To help ensure fairness, most organizations require an upper-level management review of completed performance appraisals.
23.Managers are chiefly responsible for implementing an organization’s performance appraisal system.
24.Most employees do not react too defensively to criticism during performance feedback sessions.
25.Managers’ failure to provide effective feedback is often the death knell of an effective appraisal system.
26.When an MBO system is used, managers independently set performance goals for their subordinates.
27.HR professionals are generally responsible for monitoring and evaluating performance appraisal systems to ensure that they have been properly implemented.
28.The aim of conducting periodic performance review sessions should be to identify problems the employee is facing and to discuss solutions to these problems.
29.In providing feedback to employees with respect to their performance, the feedback should not focus on specific behaviors.
30.Performance standards should be specified in broad subjective terms.