1.

This type of incentive is reinforcing the employees with something that on the surface does not ○ V - valence
appear to be a reinforcer. ○ E - expectancy
● Premack principle/Grandma’s rule 16. Theories based on employees needs and values
2. Types of incentives used to motivate employees ● Maslow’s needs hierarchy
● Premack principle ● Alderfer’s ERG Theory
● Financial rewards ● Herzberg’s Two-factor theory
● Recognition ● Vroom’s Expectancy theory
● Travel ● Adams’ Equity Theory
3. Maslow’s needs hierarchy ● McLelland’s Acquired-needs theory
● Self-fulfillment needs 17. Types of employment
○ Self-actualization ● Regular employees
● Psychological needs ● Casual employees
○ Esteem needs ● Probationary
○ Belongingness and love needs ● Contractual employment
● Basic needs 18. Foundation for almost all human resources activities needed for the job.
○ Safety needs ● Job analysis
○ Physiological needs 19. Optimal way a job should be performed.
4. Who developed ERG Theory? ● Job design
● Clayton Aldefer 20. Summary of tasks and job requirements.
5. In this theory, it is posited that you can skip levels. ● Job description
● ERG Theory 21. What is inside a job analysis?
6. ERG Theory ● Job description
● Growth ● Job design
● Relatedness 22. Determining a job’s worth.
● Existence ● Job evaluation
7. In two factor theory, it is posited that job-related factors are divided into two categories. These 23. _________ is to compare jobs within the organization; while _______ is comparing the job
two categories are said to be present when the employee is motivated in the job. What are within the external market.
these? ● Internal pay equity
● Hygiene factors ● External pay equity
● Motivators 24. To determine the type and extent of training needed.
8. This concerns actual tasks and duties. ● Needs analysis
● Motivators 25. What are the different training needs analysis?
9. This results from the job, but does not really involve the job itself. ● Organizational analysis
● Hygiene factors ● Task analysis
10. Relationship between the amount of effort and the resulting outcome. ● Person analysis
● Expectancy 26. Individual incentives
11. The belief that if better performance is achieved, it will result in a certain outcome. ● Basing incentives on performance appraisal scores rather than on sales and productivity.
● Instrumentality ○ Merit based pay
12. Suggests that individuals are motivated to perform if they know that their extra performance is ● Paying employees according to what they individually produce includes commission and
recognized and rewarded. piecework.
● Expectancy theory ○ Pay for performance or earning at risk.
13. Behaviors result in a specific consequence. 27. Group incentives
● Instrumentality ● Financial incentives to improvements in organisational performance.
14. How the consequence is valued. ○ Gain sharing
● Valence ● Providing employees with a percentage of profits above a certain amount.
15. Formula of expectancy theory ○ Profit sharing
● IxVxE ● Stock options
○ I - instrumentality
28. Individuals acquire three types of needs as a result of their life experiences. All individuals According to this theory there are six different situations, six different leadership styles in these
possess a combination of these needs, and the dominant needs are thought to drive employee situations.
behavior. ● IMPACT Theory
● Acquired-needs theory 43. This style of leadership is effective in the climate of instability , where you have resources yet
29. Who introduced the acquired needs theory? you have no goal to pursue or unclear what to do next, there requires a position type leader
● David McClelland similar to position power leader.
30. What are these three needs? ● Position
● Need for achievement 44. This style of leadership is effective in the climate/ situation of despair, when there is low morale.
● Need for affiliation for example - company is in losses or people leaving the company , there requires a magnetic
● Need for power leader who is gifted to speak inspiringly , and guide you in your desperate situation.
31. A good leader provides clear direction, sets high goals, gets involved in goal achievement and ● Magnetic
supports his employees. Employees will accept a leader's direction if the employee believes that 45. This style of leadership is effective in the climate of disorganization, where you have
there will be an immediate or future benefit that results from the work. The theory proposes two everything ,but don't know to strategize your resources effectively, Here the Tactical leader is
contingency variables, such as environment and follower characteristics, that moderate the needed to take crafty decisions.
leader behavior-outcome relationship. ● Tactical
● Path-goal theory 46. This style of leadership is effective in the climate of anxiety, where people are worried about
32. Involves consistently assigning employees to certain performance categories, like high, medium, losing job or what if company is going to lose, here one can approach to a leader who is high in
or low performers, regardless of their actual performance. this, that is the leader has the nature of being close to the subordinates.
● Distribution error ● Affiliation
33. A type of bias that occurs when comparing a candidate or employee to another employee. This 47. This style of leadership is effective in the climate of ignorance; that is when people are unaware
can cause some problems when it comes to the hiring process because certain candidates can what to do they would require this.
seem better or worse than others solely based on who applied for the job around the same time. ● Informational
● Contrast effect 48. This style of leadership is effective in the climate of crisis for decision making , which results in
34. Used to describe a change in the behavior of an individual that results from their awareness of extreme consequences.
being observed. ● Coercive
● Hawthorne effect 49. Information passes on from one person to another and then another and another and so on. The
35. Two (or more) workers share the duties of one full-time job, each working part time, or two or longer the chain, the more it tends to become distorted; to the extent of becoming
more workers who have unrelated part-time assignments share the same budget line. unrecognizable from the original message.
● Job sharing ● Single strand chain
36. The practice of hiring external assets to provide services to help perform job functions typically 50. A person who holds information conveys it to everyone they encounter.
done by internal employees. ● Gossip chain
● Outsourcing 51. The information gets passed on sporadically between people who may not even share a mutual
37. Occurs when a full-time employee works an additional job to supplement their income. connection. The recipient follows the same order of transmission. This chain doesn’t have a
● Moonlighting definite structure. It is random some people receive the message, and some don’t. For example,
38. When individuals share common goals and each individual's outcomes are affected by the as Paula saw a new employee walking towards the coffee machine, she informed him that it
actions of the others. didn’t work and when the new employee found someone else approaching the machine, he
● Social interdependence announced the same and the chain continued likewise.
39. A psychological phenomenon where an individual's performance on certain tasks deteriorates in ● Probability chain
the presence of others. Emerges in unfamiliar or complex tasks. 52. When the information gets passed on from one person to a selective group of people, which
● Social inhibition further reaches another selective group of people, it can be called a cluster chain. For example,
40. Where observation enhances performance on familiar tasks. a celebrity posted on Instagram about their upcoming movie. This information was further
● Social facilitation posted by many of the followers on their feed and the streak continued.
41. The effect on behaviour when two people are performing the same task in each others ● Cluster chain
presence. 53. This is a type of formal power that you receive when you occupy a certain position in your
● Coaction effect organization. Depending on the position, it gives you authority within the company. It also lasts
42. Is based on the situations , focusing on organizational climate - it refers to the organizational as long as you remain in that role. This type of power is recognized by subordinates. For this
culture or it answer's the question present situation in a company or status of company. reason, it works well in hierarchical organizations such as the military.
● Legitimate power
54. Means having the capacity to offer rewards or benefits in exchange for carrying out a task or 71. Involves situations within which an employee perceives a low likelihood of increased
achieving a result. responsibility.
● Reward power ● Career plateau
55. Comes from having both deep technical knowledge and extensive experience in your field of 72. The individual becomes unable to rise further in the flattened organization’s pyramid structure
expertise. and reaches a point where the likelihood of additional hierarchical promotion is very low.
● Expert power ● Structural plateau
56. Through qualities that inspire trust and respect in their colleagues. These include honesty and 73. May already be proficient in their jobs, expect no further challenges to be associated with the
integrity. job, and feel stifled regarding the job’s content. Content-plateaued employees are no longer
● Referent power intrigued by their work and often feel they have reached a dead end.
57. It involves using threats to force people to do your will. They might not agree with what they ● Content plateau
have to do, but they do it out of fear of repercussions such as losing their jobs. 74. Two types of career plateau
● Coercive power ● Structural
58. Teaches young hires a skilled trade (carpenter, mason, electrician). ● Content
● Apprenticeship 75. When an employee loses his own sense of identity and decreases self-esteem that also
59. Involves aiding executives, business owners and others to reach their full career potential. It is decreases his job performance.
often a consulting position, and as such it allows I/O psychologists to work with multiple people ● Life plateau
in different sectors of the business world; thus it can be a very interesting specialty. 76. A management strategy where employers rotate from one department to another, performing
● Coaching different tasks at different departments over a set period.
60. A form of informal training in which an experienced employee guides the work of a new ● Job rotation
employee. 77. The process of adding motivators to existing roles in order to increase satisfaction and
● Mentoring productivity for the employee. This can be done through increasing autonomy, skill and task
61. A professional learning experience that offers meaningful, practical work related to a student's variety, providing feedback, and so on.
field of study or career interest. ● Job enrichment
● Internship 78. Occurs when industries reevaluate job-related tasks within their organizations and determine
62. Designed to assess an applicant's tendency to be honest, trustworthy, and dependable. how job tasks managers can add to certain roles to increase productivity while minimizing
● Integrity tests monotonous tasks in other roles.
63. Lie-detecting devices that help ascertain individuals' honesty based on physiological indicators. ● Job enlargement
● Polygraph tests 79. Relies on higher authority figures to determine larger goals that will filter down to the tasks of
64. Is the presentation of realistic, often quite negative information about an organization to a job lower level employees.
candidate. ● Top-down
● Realistic job preview 80. Instead of focusing on exact numerical scores or rankings, candidates are grouped into ranges
65. Was developed during World War I to detect soldiers who were emotionally unfit for combat. or "bands" that are considered equivalent or nearly equivalent in terms of their qualifications or
● Woodworth personal data sheet performance.
66. An individual employed to establish and facilitate relationships between parties. ● Banding
● Liaison 81. The theory states that workers will engage in, and find satisfying, behaviors that maximize their
67. Employees who receive much grapevine information but who seldom pass it on to others. sense of cognitive balance and will be motivated to perform in a manner consistent with their
● Dead-enders self-image.
68. The employee who receives less than half of all grapevine information. ● Consistency theory
● Isolate 82. Involves raising an individual's self-efficacy which results in an increase in performance. The
69. _________, who take control of the outcome, help negotiators primarily by providing a solution. belief and trust in oneself and one's abilities and potential to succeed.
Thus, their goal is to design settlements. Deciding who is right. ● Galatea effect
● Arbitrators 83. A psychological phenomenon in which lower expectations placed upon individuals either by
70. Who take control of the process, work with the parties both to repair strained relationships and supervisors or the individual themselves lead to poorer performance by the individual.
to help them develop and endorse an agreement; they meet with parties individually, gaining an ● Golem effect
understanding of the various issues and perspectives, and identify—and help the parties 84. A type of self-fulfilling prophecy (SFP) in which raising manager expectations regarding
develop—possible agreements. subordinate performance boosts subordinate performance.
● Mediators ● Pygmalion effect/rosenthal effect
85. If a higher level need remains unfulfilled, a person may regress to lower level needs that appear about their unbalanced checkbook, what are they probably doing wrong, how would you explain
easier to satisfy. the error?
● Frustration-regression ● Skill-level determiner
86. Difference between ERG Theory and Hierarchy of Needs Theory? 101. Focus on what the applicant has done in the past rather than what they can do. Asks
● The former believes an individual can meet multiple needs at once, while the latter interviewees to provide specific examples of how they demonstrated job-related skills in
believes an individual meets one need before moving on to the next need. previous job.
87. It states that there are five core job characteristics which impact three critical psychological ● Past-focused
states, in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). 102. Ask an applicant what they would do in a certain situation. Taps an applicants
● Hackman’s Job Characteristics Model knowledge, problem solving ability, and common sense.
88. Job enrichment components of Hackman and Oldham: ● Future-focused
● skill variety, task identity, task significance, autonomy, and feedback 103. Tap the extent to which an applicant will fit with the organization, department, supervisor,
89. Three critical psychological states impacted by the five components. and coworkers. Ex. What kind of supervisor to you work best under? What is your typical work
● Experienced Meaningfulness of the Work, Experienced Responsibility for the Outcomes pace?
of the Work, and Knowledge of the Results of Work Activities ● Organizational fit
90. Challenging goals are set, high performance is expected and management has a high level of 104. 5 Steps for Creating a Job Analysis
confidence in the employee's ability to achieve the goals. ● Identify Tasks Performed
● Achievement-oriented leadership style ● Write Task Statements
91. One whose primary concern is accomplishing tasks while also being aware of the various ● Rate Task statements
factors that can affect productivity. They're goal-oriented people who expect the members of ● Determine essential K.S.A.O.s ( Knowledge Skill Abilities Other)
their team to meet deadlines and performance expectations. ● Select tests to tap KSAOs
● Instrumental leadership/directive 105. A method in which the manager writes down positive and negative performance behavior
92. A style of leadership in which all members of the organization work together to make decisions. of employees throughout the performance period.
● Participative leadership ● Critical incident method
93. Participative leadership is also known as, 106. The fear of success or the fear of being one's best.
● Democratic leadership ● Jonah complex
94. Can be defined as a leader's “behavior directed toward the satisfaction of subordinates' needs 107. States that, if you perform well in your job, you will likely be promoted to the next level of
and preferences, such as displaying concern for subordinates' welfare and creating a friendly your organization's hierarchy. You will continue to rise up the ladder until you reach the point
and psychologically supportive work environment. where you can no longer perform well.
● Supportive leadership ● Peter principle
95. When the mere presence of others as an audience causes an increase in one's performance. 108. Based on the assumptions that employees don't really want to work, lack ambition, only
● Audience effect work to collect a paycheck, and need constant supervision.
96. When someone feels they are being compelled to do something against their will, there is a ● Douglas McGregor’s theory x
good chance that ___________________ __________ will be activated. This leads to them 109. Is based on the assumptions that employees want to work, want to take responsibility,
resisting the change both actively by doing the exact opposite, and passively by ignoring the and do not need much supervision.
demand. ● Douglas McGregor’s theory y
● Psychological reactance 110. This includes using existing information for decision-making without any input from the
97. It's what happens when someone puts in less effort when they're judged as part of a group. team.
● Social loafing ● Autocratic (A1)
98. Allows interviewer to clarify information provided in a resume, cover letter, and application. 111. Specific information from the team is acquired for consultation and for decision-making.
These questions can fill in gaps, & obtain any other necessary information -Ex: Why did you The final decision, in this case, is taken by the leader, which may or may not be shared with the
leave your last job? What did your last job entail? team.
● Clarifier ● Autocratic 2
99. Questions that must be answered in a specific way or the applicant is disqualified -Ex: What are 112. A style where the leader gathers a group for discussion but makes the final decision.
your hours available for work? Do you have a criminal background? Have you ever been fired? ● Consultative 2
● Disqualifier 113. This involves acquiring information from team members individually before the leader
100. Taps into an interviewee's level of expertise. May include, Definitional, Knowledge, makes a decision. The team members don’t meet, and the members individually discuss,
Situational, Explanatory, or Casual questions. -Ex: If you work in a bank & someone asks you evaluate and share information regarding the decision.
● Consultative 1
114. Requires the group to make a collaborative decision, as the leader supports the team ● Wage and Salary Administration
during the process. ● Placement
● Collaborative (G2) ● Promotions
115. Concentrates on such employee attributes as dependability, honesty, and courtesy. ● Discharge
Though commonly used, these types of appraisal instruments are not a good idea because they ● Personnel Research
provide poor feedback and thus will not result in employee development and growth. 128. The most common means of appraising performance. Evaluations are made through
● Trait-focused performance appraisal raters.
116. Concentrate on the employee’s knowledge, skills, and abilities. The advantage is that it ● Judgmental data
is easy to provide feedback and suggest the steps necessary to correct deficiencies. 129. The data retained by the company's human resources office. Two most common indices
● Competency-focused performance appraisal of performance are absenteeism and accidents.
117. Organized by the similarity of tasks that are performed. For a police officer, such ● Personnel data
dimensions might include following radio procedures or court testimony. Note that this usually 130. Evaluates job performance based on the frequency and value of the job.
includes several competencies. For example, to receive a high rating on the dimension of court ● Objective production data
testimony, the officer would need the competencies of public speaking, organization, and 131. Three sources of performance appraisal information
knowledge of the law. The advantage of this approach is that because supervisors are ● Objective production data
concentrating on tasks that occur together and can thus visualize an employee’s performance, it ● Personnel data
is often easier to evaluate performance than with the other dimensions. The disadvantage is that ● Judgmental data
it is more difficult to offer suggestions for how to correct the deficiency if an employee scores low 132. Three methods used in judgmental performance appraisal
on a dimension. That is, is the low score on court testimony due to a lack of knowledge or to ● Graphic rating scales
poor public speaking skills? ● Employee-comparison methods
● Task-focused performance dimensions ● Behavioral checklists and scales
118. Organize the appraisal on the basis of goals to be accomplished by the employee. 133. The most commonly used method in performance appraisal. Individuals are rated on a
● Goal-focused performance dimensions number of traits or factors.
119. A measurement tool that measures the frequency of a behavior. ● Graphic rating scales
● Behavioral observation scale 134. Individuals are compared with one another and the variance is thereby forced into
120. When an employee is rated on work ethic, quality of work, initiative, and teamwork with a appraisals.
scale ranging from levels like non-existent, below average, average, above average, and ● Employee-comparison methods
excellent. 135. Most recent advances in performance appraisal method.
● Graphic rating scale ● Behavioral checklists and scales
121. Supervisors record behaviors of employees that constitute effective and ineffective job 136. Is based on a recognition of the potential costs of leading, and individuals high on this
performance. motivation can be viewed as selfless (or even reluctant) leaders.
● Critical-incidents method ● Non-calculative motivation
122. Performance is rated on a scale, but the scale points are anchored with behavioral 137. The motivation to lead as a result of a desire to be in charge and lead others.
incidents. ● Affective identity motivation
● Behaviorally Anchored Rating Scales (BARS) 138. Motivation derived from a sense of obligation or duty.
123. 2 Types of behavioral checklists and scales ● Social normative motivation
● Critical-incidents Method 139. Means you give something to get something, and it refers to a situation in which
● Behaviorally Anchored Rating Scales (BARS) organizational rewards are offered in exchange for sexual favors.
124. The process of assessing performance to make decisions. ● Quid pro quo
● Performance appraisal 140. A workplace where an employee faces harassment, discrimination, or intimidation based
125. The assessment of performance with the goal of providing feedback to facilitate on protected characteristics, such as race, color, sex, religion, national origin, age, disability, or
improved performance. other factors protected by law.
● Performance development ● Hostile environment
126. The process that incorporates appraisal and feedback to make performance-based 141. Which employees look for practices and policies that waste time and are
administrative decisions and help employees improve counterproductive.
● Performance management ● Sacred cow hunts
127. Six uses of performance appraisal 142. Three kinds of sacred cow hunts and what they represent
● Personnel Training ● Paper cow - unnecessary paper works
 ● Meeting cow - meetings into the company, but this type of group would include that employee’s manager, an IT manager
● Speed cow - deadline who equips the new employee with a computer and phone, and so on.
143. Stages of employee acceptance of change ● Task group
● Denial 153. The tendency for positive impressions of a person, company, country, brand, or product
● Defense in one area to positively influence one's opinion or feelings.
● Discarding ● Halo effect
● Adaptation 154. The tendency of individuals to rate others more positively than they deserve, regardless
● Internalization of their actual performance.
144. Two types of change and what they represent ● Leniency error
● Evolutionary - continual process of change 155. A type of rating error in which the ratings are consistently overly negative, particularly
● Revolutionary - real jolt in the system with regard to the performance or ability of the participants.
145. Types of persons being changed and what they represent ● Severity error
● Change agents - enjoys or makes changes 156. Feeling more at ease with people who are we believe to be similar to ourselves is
● Change analysts - willing to change only for the betterment normal; if we aren't careful, however, this feeling can interfere with the appraisal process.
● Receptive changers - willing to change ● Similarity error
● Reluctant changers - initially resist change but will change later on 157. Comes about from the way in which the various items have been placed or ordered on
● Change resistors - hates or prevents change the rating form. Sometimes referred to as an order effect, this error illustrates the influence that
146. The easiest way to think about this is to see ________ as something more innate, surrounding items have on the rating one gives a person on a particular item.
inherent to the person. For example, you can teach someone communication skills, but their ● Proximity error
level of empathy mostly depends on their character and possibly upbringing. Another difference 158. A type of rating error in which a rater consistently rates all employees in the middle of the
between skills and inborn ______ is that improving the latter is more challenging and sometimes scale, regardless of their actual levels of performance.
impossible. You can train to become more agile, but the harsh truth is that not everyone has the ● Central tendency error
attributes necessary to become a professional athlete. 159. The part of the actual criteria that is unrelated to the conceptual criteria.
● Abilities (ksAo) ● Criterion contamination
147. A psychological phenomenon that happens when someone changes the way they 160. The degree to which the actual criteria and the conceptual critria coincide.
behave because they know they're being observed. ● Criterion relevance
● Reactivity 161. The degree to which the actual criteria fail to overlap the criteria – that is, how deficient
148. Having the goal of learning and mastering the task according to self-set standards. the actual criteria are in representing the conceptual ones.
Learner is focused on developing new skills, improving, and acquiring additional knowledge. ● Criterion deficiency
● Mastery orientation 162. The manager gathers information on the employee’s performance, typically by
149. An _____________ group is usually informal, and is a group of people who band questionnaire, from supervisors, co-workers, group members, and self-assessment.
together to attain a specific objective with which each member is concerned. Within an ● 360-Degree Appraisal
organization, this might be a group of people who come together to demand better working 163. This type of appraisal uses a mediator to help evaluate the employee’s performance,
conditions or a better employee evaluation process. Outside of an organization, this term is with a greater emphasis on the better parts of the employee’s performance.
frequently used in political situations to describe groups that give a point of view a voice. This ● Negotiated Appraisal
includes groups like the National Rifle Association, the AFL-CIO and the NAACP. 164. Four major types of performance appraisals
● Interest ● 360-Degree Appraisal
150. These are groups of people who have come together because they share common ● Negotiated Appraisal
ideals, common interests or other similarities, like age or ethnic background. ● Peer Assessment
● Friendship group ● Self-Assessment
151. This is a formal group, determined by the organization’s hierarchal chart and composed 165. A performance appraisal method to evaluate employee engagement, performance &
of the individuals that report to a particular manager. productivity-related criteria. Respondents can choose a particular option on a line or scale to
● Command group show how they feel about something. This shows the answer choices on a scale of 1-3, 1-5, etc.
152. This is also a type of formal group, and the term is used to describe those groups that ● Graphic Rating Scale
have been brought together to complete a task. This does not mean, though, that it’s just a 166. The person carrying out the rating uses one or more scales to gauge the frequency with
group of people reporting to a single supervisor. The training group, used in the example of the which the employee has demonstrated effective behaviors in the job. Instead of focusing on
command group, is not the same as the ____ group that provides onboarding training for a new expected behaviors, this focuses on behaviors which were actually performed.
employee. The training department might provide the outline for how a new employee is brought ● Behavioral observation scale (BOS)
167. A written analysis in the form of easy analyzing an employee's performance. These ● Project evaluation review
reports are more open-ended and stand out from the pre-defined questions. This appraisal is 181. Giving trainees opportunities to make errors dring training.
more individualized and qualitative in nature. ● Error management training
● Narratives 182. Growth of cohesiveness and unity, establishmet of roles, standards, ad relationships,
168. Is a tool for evaluating employees in a defined set of performance dimensions by increased trust, communication, can be seen in what stage of group development
comparing their behaviors with specific behavior examples that anchor each performance level, ● Structure (norming)
usually on a five-, seven- or nine-point scale. Sometimes they ask the rater to describe what a 183. Disintegration and withdrawal, increased independence and regrets can be seen in what
worker might be expected to do. stage of grop development
● Behaviorally Anchored Rating Scale (BARS)/Behavioral Expectation Scale ● Dissolution (adjourning)
169. A method of performance appraisal that ranks employees into predefined categories 184. Members becoming familiar with one another and the group, dependency and inclusion
based on their relative performance. It is often used to identify high-potential employees, reward isses, acceptance of leader and group consensus can be seen in what stage of group
top performers, and weed out low performers. deveopment
● Forced distribution ● Orientation (forming)
170. This performance appraisal method tries to order employees by comparing them to their 185. Goal achievement, high task orientation, emphasis on performance and production can
colleagues. be seen in what stage of group development
● Ranking ● Work (performing)
171. The manager must compare every employee with every other employee within the 186. Disagreement over procedures, expression of dissatisfaction, tension among members,
department or work group. Each employee is compared with another, and out of the two, the and antagonism toward leader can be seen in what stage of group development
higher performer is given a score of 1. Once all the pairs are compared, the scores are added. ● Confict (storming)
● Paired comparisons systems 187. Termination of roles, completion of tasks, and reduction of dependency can be seen in
172. Collects information not only from within the organization but also from the outside, from what stage of group development
customers, investors, suppliers, and other financial-related groups. ● Dissolution (adjourning)
● 720-degree feedback 188. Tentative polite communications, concern over ambiguity group goals, active leader and
173. This method consists of exercises conducted at the company's designated assessment compliant members can be seen in what stage of group development
center, including computer simulations, discussions, role-playing, and other methods. ● Orientation (forming)
● Assessment center method 189. Agreement on procedures, reduction in role ambiguity can be seen in what stage of
174. This method is usually a series of prepared True/False questions. group development
● Forced choice method ● Structure (norming)
175. An HR department or corporate office representative conducts the employee's 190. Criticism of ideas, poor attendance, hostility, polarization and coalition formation can be
performance evaluation. seen in what stage of group development
● Field review method ● Conflict (storming)
176. This method involves continuous interaction between the manager and the employee, 191. Decision making, probem solving, and mutual cooperation can be seen in what stage of
including setting goals and seeing how they are met. group development
● General performance appraisal ● Work (performing)
177. This method looks at the monetary value the employee brings to the company. It also 192. Five stages of group development
includes the company’s cost to retain the employee. ● Orientation (forming)
● Human resource accounting method/ accounting method/ cost accounting method ● Conflict (storming)
178. This process involves the employee and manager working as a team to identify goals for ● Structure (norming)
the former to work on. Once the goals are established, both parties discuss the progress the ● Work (performing)
employee is making to meet those goals. This process concludes with the manager evaluating ● Dissolution (adjourning)
whether the employee achieved the goal. 193. Based on the assumption that the rater needs a context or frame for providing a rating:
● Management by obective (1) Providing information on the multidimensional nature of performance
179. This method consists of an oral test that measures employees' skills and knowledge in (2) Ensuring raters understand the meaning of anchors in the scale
their respective fields. Sometimes, the tester poses a challenge to the employee and has them (3) Practice rating exercises
demonstrate their skills in solving the problem. (4) Providing feedback on practice exercises
● Performance test and observation ● Frame-of-reference training
180. This method involves appraising team members at the end of every project, not the end
of the business year.