暗記メーカー

暗記メーカー

​
ログイン

HRM (Chap 8)

HRM (Chap 8)
37問 • 1年前
  • aen silang
    • 通報

    問題一覧

  • 1

    Is a process of evaluating an individual in order to arrive at an objective human resource decision

    performance appraisal

  • 2

    The performance management system should link employee activities with the organizations goals and objective

    strategic purpose

  • 3

    Performance management information relative to performance appraisal points to the use of evaluation and decisions for salary adjustments promotion retention and termination lay of and recognition of individual performance

    administrative purpose

  • 4

    The purpose of performance management is to develop employees who are effective in their jobs

    developmental purpose

  • 5

    Is the extent to which the performance measure assesses all the relevant aspects of the performance

    validity

  • 6

    It refers to the accuracy of the ratings and differentiating each employee in a group in terms of actual job performance

    validity

  • 7

    Must be able to show the degree of the employees efficiency in the performance of a design task or duties and responsibilities

    rating scale

  • 8

    Rating may be considered reliable if they are consistent

    reliability

  • 9

    Refers to whether the people who use the performance measure accept it

    acceptability

  • 10

    Is the extent to which the performance measure gives specific guidelines to employees about what is expected of them and how they can meet this expectations

    specificity

  • 11

    Is a line responsibility to be met with assistance of the human resource management and his staff

    performance appraisal

  • 12

    Helps supervisors to truly review the performance of their employees and this probably is the greatest value in any organization

    systematic performance appraisal plan

  • 13

    Should participate from the start of the development of the program for it is the line responsibility to evaluate employee performance

    line managers

  • 14

    Consists of techniques that require the latter to compare the individuals performance with that of others

    comparative approach

  • 15

    This approach usually uses some over all assessment of the individuals performance or work and seek to develop some ranking of the individual within a given work group

    comparative approach

  • 16

    This method provides a comparison of the relative qualities of performance among all the employees in a unit or group

    ranking

  • 17

    This system uses a five point job performance scale in rating employees who are doing similar jobs

    forced distribution technique

  • 18

    Under this method the name of each employee who is to be rated is written on the card

    paired comparison method

  • 19

    This rating method provides a number of traits or factors with corresponding definitions for evaluating the employees written in the left hand column of the form such as quantity of work done quality of work attitude towards work judgement reliability cooperation punctuality and others

    checklist method

  • 20

    Attempts to define the behavior an employee exhibits to be effective in the job

    behavioral approach

  • 21

    Requires manager to keep a record of specific examples of effective and ineffective performances on the part of each employee

    critical incident

  • 22

    This builds on the critical incidence approach it is designed to specifically define performance dimension by developing behavioral anchors associated with different levels of performance

    behavioral anchored rating scale

  • 23

    This entails managing the behavior of the employees through a formal system of behavioral feedback and reinforcement

    organizational behavior modification

  • 24

    The error in which the writer gives greater weight to recent events when appraising an individual performance

    recent effect

  • 25

    Occurs when employees are incorrectly rated near the average middle scale

    central tendency

  • 26

    Of course when the rater's value distorts the rating

    rater's bias

  • 27

    Occurs when the manager rates an employee high or low on all items because of one characteristic

    halo effect

  • 28

    It is the tendency to rate people relatively with other people

    contrast error

  • 29

    Focuses on managing the objectives measurable results of a job or work group

    result approach

  • 30

    Is used in most companies who believe in results as basis of performance management under this system the top management defines the company strategic goals and objectives and passes it on to the next level of management and down the line

    management by objectives

  • 31

    The goal of the system of measurement is to motivate the employees to go for a higher level of productivity

    productivity measurement and evaluation system

  • 32

    Important component of performance management

    feedback

  • 33

    Are factual information regarding observe actions are consequences of action

    data

  • 34

    Is the way the feedback system reacts to the fact and requires performance standard

    evaluation

  • 35

    A system in which data and evaluation influence action

    action

  • 36

    Presents an opportunity for the manager to talk about the employees potential and also their weaknesses

    appraisal interview

  • 37

    The manager should avoid using different standards among employees performing similar jobs

    problems of varying standards

    • Strategic cost

    Strategic cost

    aen silang · 71問 · 2年前

    Strategic cost

    Strategic cost

    71問 • 2年前
    aen silang

    Purposive Quiz

    Purposive Quiz

    aen silang · 56問 · 2年前

    Purposive Quiz

    Purposive Quiz

    56問 • 2年前
    aen silang

    Purposive

    Purposive

    aen silang · 89問 · 2年前

    Purposive

    Purposive

    89問 • 2年前
    aen silang

    AIS

    AIS

    aen silang · 88問 · 2年前

    AIS

    AIS

    88問 • 2年前
    aen silang

    INTAC

    INTAC

    aen silang · 12問 · 2年前

    INTAC

    INTAC

    12問 • 2年前
    aen silang

    STS

    STS

    aen silang · 73問 · 1年前

    STS

    STS

    73問 • 1年前
    aen silang

    Rizal

    Rizal

    aen silang · 84問 · 1年前

    Rizal

    Rizal

    84問 • 1年前
    aen silang

    Rizal Finals

    Rizal Finals

    aen silang · 43問 · 1年前

    Rizal Finals

    Rizal Finals

    43問 • 1年前
    aen silang

    Purposive Chap 6

    Purposive Chap 6

    aen silang · 26問 · 1年前

    Purposive Chap 6

    Purposive Chap 6

    26問 • 1年前
    aen silang

    STS Finals

    STS Finals

    aen silang · 94問 · 1年前

    STS Finals

    STS Finals

    94問 • 1年前
    aen silang

    INTACC Finals

    INTACC Finals

    aen silang · 25問 · 1年前

    INTACC Finals

    INTACC Finals

    25問 • 1年前
    aen silang

    AIS Finals

    AIS Finals

    aen silang · 28問 · 1年前

    AIS Finals

    AIS Finals

    28問 • 1年前
    aen silang

    Statistical Analysis with Software Application

    Statistical Analysis with Software Application

    aen silang · 90問 · 1年前

    Statistical Analysis with Software Application

    Statistical Analysis with Software Application

    90問 • 1年前
    aen silang

    INTACC 2

    INTACC 2

    aen silang · 54問 · 1年前

    INTACC 2

    INTACC 2

    54問 • 1年前
    aen silang

    ASEAN LIT

    ASEAN LIT

    aen silang · 95問 · 1年前

    ASEAN LIT

    ASEAN LIT

    95問 • 1年前
    aen silang

    ASEAN Literature (All about the works)

    ASEAN Literature (All about the works)

    aen silang · 100問 · 1年前

    ASEAN Literature (All about the works)

    ASEAN Literature (All about the works)

    100問 • 1年前
    aen silang

    ASEAN Literature (All about works pt.2)

    ASEAN Literature (All about works pt.2)

    aen silang · 63問 · 1年前

    ASEAN Literature (All about works pt.2)

    ASEAN Literature (All about works pt.2)

    63問 • 1年前
    aen silang

    HRM (Chap 2)

    HRM (Chap 2)

    aen silang · 47問 · 1年前

    HRM (Chap 2)

    HRM (Chap 2)

    47問 • 1年前
    aen silang

    HRM (Chap 1)

    HRM (Chap 1)

    aen silang · 28問 · 1年前

    HRM (Chap 1)

    HRM (Chap 1)

    28問 • 1年前
    aen silang

    HRM (Chap 4)

    HRM (Chap 4)

    aen silang · 33問 · 1年前

    HRM (Chap 4)

    HRM (Chap 4)

    33問 • 1年前
    aen silang

    Economics

    Economics

    aen silang · 50問 · 1年前

    Economics

    Economics

    50問 • 1年前
    aen silang

    TAX301

    TAX301

    aen silang · 77問 · 1年前

    TAX301

    TAX301

    77問 • 1年前
    aen silang

    SBA

    SBA

    aen silang · 91問 · 1年前

    SBA

    SBA

    91問 • 1年前
    aen silang

    HRM (Chap 3)

    HRM (Chap 3)

    aen silang · 7問 · 1年前

    HRM (Chap 3)

    HRM (Chap 3)

    7問 • 1年前
    aen silang

    Mrs. Geni in December

    Mrs. Geni in December

    aen silang · 5問 · 1年前

    Mrs. Geni in December

    Mrs. Geni in December

    5問 • 1年前
    aen silang

    HRM (Chapter 5)

    HRM (Chapter 5)

    aen silang · 57問 · 1年前

    HRM (Chapter 5)

    HRM (Chapter 5)

    57問 • 1年前
    aen silang

    SBA QUIZ

    SBA QUIZ

    aen silang · 67問 · 1年前

    SBA QUIZ

    SBA QUIZ

    67問 • 1年前
    aen silang

    HRM (Chap 6)

    HRM (Chap 6)

    aen silang · 10問 · 1年前

    HRM (Chap 6)

    HRM (Chap 6)

    10問 • 1年前
    aen silang

    INTACC 2

    INTACC 2

    aen silang · 8問 · 1年前

    INTACC 2

    INTACC 2

    8問 • 1年前
    aen silang

    HRM (Chap 7)

    HRM (Chap 7)

    aen silang · 33問 · 1年前

    HRM (Chap 7)

    HRM (Chap 7)

    33問 • 1年前
    aen silang

    HRM (Quiz)

    HRM (Quiz)

    aen silang · 15問 · 1年前

    HRM (Quiz)

    HRM (Quiz)

    15問 • 1年前
    aen silang

    問題一覧

  • 1

    Is a process of evaluating an individual in order to arrive at an objective human resource decision

    performance appraisal

  • 2

    The performance management system should link employee activities with the organizations goals and objective

    strategic purpose

  • 3

    Performance management information relative to performance appraisal points to the use of evaluation and decisions for salary adjustments promotion retention and termination lay of and recognition of individual performance

    administrative purpose

  • 4

    The purpose of performance management is to develop employees who are effective in their jobs

    developmental purpose

  • 5

    Is the extent to which the performance measure assesses all the relevant aspects of the performance

    validity

  • 6

    It refers to the accuracy of the ratings and differentiating each employee in a group in terms of actual job performance

    validity

  • 7

    Must be able to show the degree of the employees efficiency in the performance of a design task or duties and responsibilities

    rating scale

  • 8

    Rating may be considered reliable if they are consistent

    reliability

  • 9

    Refers to whether the people who use the performance measure accept it

    acceptability

  • 10

    Is the extent to which the performance measure gives specific guidelines to employees about what is expected of them and how they can meet this expectations

    specificity

  • 11

    Is a line responsibility to be met with assistance of the human resource management and his staff

    performance appraisal

  • 12

    Helps supervisors to truly review the performance of their employees and this probably is the greatest value in any organization

    systematic performance appraisal plan

  • 13

    Should participate from the start of the development of the program for it is the line responsibility to evaluate employee performance

    line managers

  • 14

    Consists of techniques that require the latter to compare the individuals performance with that of others

    comparative approach

  • 15

    This approach usually uses some over all assessment of the individuals performance or work and seek to develop some ranking of the individual within a given work group

    comparative approach

  • 16

    This method provides a comparison of the relative qualities of performance among all the employees in a unit or group

    ranking

  • 17

    This system uses a five point job performance scale in rating employees who are doing similar jobs

    forced distribution technique

  • 18

    Under this method the name of each employee who is to be rated is written on the card

    paired comparison method

  • 19

    This rating method provides a number of traits or factors with corresponding definitions for evaluating the employees written in the left hand column of the form such as quantity of work done quality of work attitude towards work judgement reliability cooperation punctuality and others

    checklist method

  • 20

    Attempts to define the behavior an employee exhibits to be effective in the job

    behavioral approach

  • 21

    Requires manager to keep a record of specific examples of effective and ineffective performances on the part of each employee

    critical incident

  • 22

    This builds on the critical incidence approach it is designed to specifically define performance dimension by developing behavioral anchors associated with different levels of performance

    behavioral anchored rating scale

  • 23

    This entails managing the behavior of the employees through a formal system of behavioral feedback and reinforcement

    organizational behavior modification

  • 24

    The error in which the writer gives greater weight to recent events when appraising an individual performance

    recent effect

  • 25

    Occurs when employees are incorrectly rated near the average middle scale

    central tendency

  • 26

    Of course when the rater's value distorts the rating

    rater's bias

  • 27

    Occurs when the manager rates an employee high or low on all items because of one characteristic

    halo effect

  • 28

    It is the tendency to rate people relatively with other people

    contrast error

  • 29

    Focuses on managing the objectives measurable results of a job or work group

    result approach

  • 30

    Is used in most companies who believe in results as basis of performance management under this system the top management defines the company strategic goals and objectives and passes it on to the next level of management and down the line

    management by objectives

  • 31

    The goal of the system of measurement is to motivate the employees to go for a higher level of productivity

    productivity measurement and evaluation system

  • 32

    Important component of performance management

    feedback

  • 33

    Are factual information regarding observe actions are consequences of action

    data

  • 34

    Is the way the feedback system reacts to the fact and requires performance standard

    evaluation

  • 35

    A system in which data and evaluation influence action

    action

  • 36

    Presents an opportunity for the manager to talk about the employees potential and also their weaknesses

    appraisal interview

  • 37

    The manager should avoid using different standards among employees performing similar jobs

    problems of varying standards