Practice Exam: Chapter 4, Performance Appraisal: Answers

Industrial and Organizational Psychology: Research and Practice 3rd ed.

Before you check your answers, you should take the exam on a piece of paper. Keep in mind that there can be several ways to phrase an answer, so if you aren't sure if your answer is correct, ask your instructor.

1. What are the three major reasons for appraising employee performance?

Administrative decisions, employee development and feedback, criteria for research. pp. 78-79.

2. Define criterion contamination, deficiency, and relevance.

Contamination: part of the actual criterion that reflects something other than intended, Deficiency: part of the theoretical criterion that the actual criterion fails to assess, Relevance: extent to which the actual criterion assesses the theoretical. pp. 80-81.

3. What does it mean that criteria are dynamic?

The term means that job performance for people is variable over time, but this doesn't really mean that the criterion has changed, only the person's standing on it. pp. 83-84.

4. What kind of criteria are accidents and productivity?

Objective criteria. p. 84.

5. What is the most popular type of subjective rating form?

Graphic rating form. p. 87.

6. Why were behavior-focused rating forms developed?

To reduce rater errors (but unfortunately they don't seem to accomplish this goal). p. 95.

7. An individual that serves as a model for a type of person (e.g., a movie actor) is a?

Prototype, p. 91.

8. A supervisor who gives each subordinate the same ratings across dimensions is said to exhibit a<

Halo error. p. 93.

9. What seems to be the most effective means of reducing rating errors?

Rater training. pp. 95-96.

10. List the six points of a legally defensible performance appraisal system.

1. Perform a job analysis to define dimensions; 2. Develop the rating form from the job analysis; 3. Train raters; 4. Have management review of ratings and allow appeals; 5. Document performance and maintain records; 6. Provide assistance and counseling to poor-performing employees prior to taking action against them. p. 99.

Copyright Paul E. Spector, All rights reserved, Last modified July 23, 2002.