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0) (k) () fAns.: (a) All of the above; (b) Fuiure bo th : ; (c) All of the 4 (d) Problem; (e) Primacy; (f) All of the above; (g) Perfo process. _ (i) Problem (ii) Opportunity (iii) Strength (iv) Component effect is the opposite of recency effect. (i) Hallo (ii) Horn (iii) Primacy (iv) Recency Performance management satisfies the needs of | employees. (i) Informational (ii) Developmental (iii) Managerial (iv) All of the above ____is an annual process. (i) Performance Management (ii) Performance Appraisal (iii) Performance Development (iv) All of the above Reviews are in the performance management systems. (i) Critical Components (ii) Weaknesses (iii) Problems (iv) None of the above : refers to what an employee does or does not do on the job include quantity as well as quality of output. — (Oct. 18) (i) Performance (ii) Job (iii) Work Performance management is about ____——_—— ofthe organizational objectives with those of the employees. (Oct. 18) (i) Promotion (ii) Development (iii) Alignment may be generally defined as the ability of a individual to apply his or he knowledge and skills and the behaviours necessary to perform the job well. (Dec. 22) (i) Capability (ii) Competency (iii) Coaching An ___is a present, formal discussion between the manger and the employee to review the latter's progress if meeting the agreed objectives and responsibilities in mi of the appraisal period. (Dec. 22) (i) Periodic Appraisal (ii) Performance Appraist (iii) Interim Review and how things are to be carried out Open and transparent communication will motivate the employees for partici delivering high performance. : (h) In Phase Il the appraiser and appraise meet to plan and identify future performance requirements in terms of targets, — actions and behaviours. (i) Using the SMART framework provides clarity up front to employees who will be evaluated against the goals. (j) Documentations ate used to support performance decisions. (k) Performance management is a continuous process involving individual's and teams. (Oct. 18) : (i) Performance appraisal can be defined as the informal review and rating of individuals by their manager. (Oct. 18; Dec. 22) (m) Traits identify the physical or psychological characteristics of a person. (Oct. 18) (n} The performance evaluation process has to be clearly defined and transparent in all senses. (Oct. 18) {o) Performance management can be defined as a systematic process for improving the organizational performance by improving the performance of individuals and. teams, (Dec. 22) (p) Planning means regularly measuring, and recording performance and providing continuous feedback to employees and work groups on their progress t 4 reaching their goals. (Dec. 22) ows ‘ b perfection skills are those that are needed @) ar one’s job. (Dec. 22) 7 'O successfully (a) True: (b) False; (¢) True; (d) False; (e) ede e: (i) True; G) True; (k} True; (1) Fai... () True: (p) Falses (q) Tuel * (m) True; [Ans (g) True: () Fals (n) True; (0) THC! (2) (6 15 ‘ : —_— " — ae é ,. - =a us vati f Toned oon ads wees (ii) Maximization (iii) Aggressivens pooess of evaluating employee perfon is Va con ‘ (i) sanaematt | (h) Setting (Clear Goxta eed se eas He establishing ———_— teria. (Dec. 22) (i) Management (ii) Performance (iii) Development : [Ans.: (a) Financial; (b) Managing; (¢) hinder: (4) Planning; (e) Formal; (f) Innovation; (g) Appraisal; (h) Performance] Fill in the blanks: ~ (0 Se iste first step of performance management. (b) Performance planning is the simple way of ensuring that the employees give quality inputs to give the desired expected from him. Performance Criteria are the of effective performance. (d) Performance is a practical approach to share, compare, correct and transform internal functions and processes of participating member of the organization in virtually any operational area. Performance Appraisals can serve to maintain positive (c) (e) ell . "no histustte is the oldest, simplest, and most widely used appraisal method. Pe is a set of descriptive statements. (h) The outcomes and quality of appraisal process depends 07 the on-going ____— relationship. iu) the correct alternative: igi aif are moral principles about what is 7 4 defensible and right. (Oct. 18) f (i) Standards (ii) Benchmarks (iii) Ethics S Te ee decisions based on assessment of both the outcomes a ( work undertaken by individuals and the level of skilj an. (2) for that level. (Oct. 18) competence required d Pay (ii) Team Based Pay (i) Contribution Relate (iii) Competence Related Pay is consistent failure to meet pre-defined, realist; objectives and performance standards. (i) Under performance (ii) Non-performance (iii) High performance [Ans.: (a) Ethics; (b) Contri performance] Fill in the blanks: (a) values such as respect, honesty, fairness, responsibility are important constructs of ethics. (b) is necessary for growth or change to occult. (c) factor may destroy the very purpose of the performance management system. (d) and succession planning are also performane® based. , (e) Ethical _ scans bee reduced by creating - dissem ‘nating an organizational code of ethics. (c) bution Related Pay; (c) Now ant ia) A. team’s. achieveme successful completion of a critical proj = he rewarded by the way of individual performance pay (d) Falso; (e} True; () Tr (Dec. 22) (a) True; (b) False; (c) True; (k) False; (1) False; (m) False. [Ans.: ( (g) True; (h) False; (i) True: G) True; ~ (n) False] (4) Name the following: — ls (a) Training employees for development of additional skills. (b) Process of observing on-going emp computers or other nonhuman methods. (c) Appraisal for exploring the hidden talent in the individuals. (d) competence that people have achieved. (e) Performance based on the principles of fairness, objectivity, transparency. [Ans.: (a) Retraining; (b) Electronic Performance Management; (c) Potential Appraisal; (d) Competence Related Pay; (e) Ethical Performance Management] (5) Match the columns: Pay progression to be linked to assessment of the levels of ae = Column ‘B' (a) Team based pay (i) Training of employees F additional skills | 3 page i. mad (ii) Present role of individual (d) Retraining (iii) Pay regression (e) Potential appraisal (iv) Culture of improvement (v) Multi-skilling a= J: ( ~ ix}: fe = x}; (a - vw); (b - ix): (c - x}; (ed - < veh ik O- vO) | 6 Discuss the concept of ethical perform ves. (7) Explain the significance of ethics inp ag hical performance management? What is et e principles of ethical performance ma significance, (May 19; Dec. 22) (9) What is ethical performance management? objectives of ethical performance management and its (Oct. 19) - (10) Explain the nature of code of ethics in performance m: (11) Suggest measures to manage under performers. — is (12) Who are Under-Performers? Suggest measure to manage under- 4 performers, (Oct. 18) me) : (13) Explain the concept of under-performers and discuss the approaches to Manage under-performers, (Oct. 19) ) Highlight the key issues in performance management. Explain the challenges faced in performance management. 5) What do you mean by potential appraisal? Explain the steps involved, (17) Explain the advantages and limitations of potential appraisal. (18) Explain the advantages and limitations of Performance Related Pay. (19) —_— the advantages and limitations of Competence Related ry. (20) Explain the advantages and limitations of Team Related Pay- 4 @) The Obsolescence model had a solution to the pro (k) A career is all the jobs that are held during one’s life (I) The Japanese Career Model advocates decision status and compensation to increase as the individual up the career pyramid. (Oct. 18) bl (m) Career planning is a managerial technique for the entire career of young employees. (Dec. 22) [Ans.: (a) True; (b) False; (c) True; (d) False; (e) True; (f) (g) True; (h) False; (i) True; (j) True; (k) True; (1) False; (m) True] mapping oy, (4) Match the columns: 1) Column ‘A’ Column 'B’ a] (a) Career Planning (i) Physical & Mental abilities , (b) Mentoring (ii) Finds strengths and weaknesses : (c) Mentor (iii) Passive (d) Personal factors (iv) Action plans (e) Employers role (v) Employee Motivation (f) Career planning workshops (vi) Lifetime employment (g) Employees role (vii) Sole career model (h) Personal Development plans | (viii) Proactive (i) Japanese career model (ix) Coaching (j) Pyramid model (x) Advisor z [Ans.: (a - v); (b - ix); (c - x); (d - i); (e~ viii); (f- ii); (g ~ iti); (h- vhs _ (5) (6) (7) (8) (9) (i- vi); G- vil] What do you mean by career planning? Enlist its objectives. What is career and career planning? What are its (May 19) Explain the benefits and limitations of career 19) Discuss the steps in career planning of employees. ass Enumerate the factors affecting Individual career planning: 2 objectives? planning, (Oct: 1% 
