Which performance management technique involves the description of a large number of actions on the part of the employee, and then classifies these incidents into performance dimensions along a continuum?
A. Behaviorally anchored rating scale
B. Operational rating scale
C. Ranking
D. Critical incidents
E. MBO
A. Behaviorally anchored rating scale
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Alice is shopping for a new car, and she has narrowed her decision to a Honda Accord and a Toyota Camry. Both sedans have similar features and prices, but Alice decides to purchase the Honda based on her intuition
Which of the following situations would most likely cause Alice to experience postpurchase dissonance? A) The price of the Honda Accord increases by a huge margin. B) The price of the Toyota Camry falls due to an increase in demand. C) The Honda Accord meets all her expectations and satisfies her needs. D) The Toyota Camry experiences technical failures that lead to a recall. E) The maintenance costs of the Honda Accord decrease significantly over time.
Which alternative strategy does not enhance the desirability of options to the other party?
A. ask for a different decision B. give them a "yesable" proposal C. use legitimacy or objective criteria to evaluate solutions D. intensity the threat
Information obtained prior to the issuance of the current period's financial statements of a company indicates that it is probable that, at the date of the financial statements, a liability will be incurred for obligations related to product warranties on products sold during the current period. During the past three years, product warranty costs have been approximately 1 1/2 percent of annual
sales revenue. An estimated loss contingency should be a. neither accrued nor disclosed in the financial statements. b. recognized as an appropriation of retained earnings. c. accrued in the accounts and reported in the financial statements. d. disclosed in the financial statements but not accrued.
When a company's culture is out of sync with what is needed for strategic success and good strategy execution
A. company personnel need to cling to familiar practices, be wary of change, and blame top management for any shortfalls in performance. B. management needs to go on the offensive to reinterpret the culture and explain to company personnel why there really is good overall cultural fit with the strategy. C. management must sanction any company personnel who refuse to participate in an all-out effort to create a different portfolio of competencies and capabilities that will permit the strategy to be changed in ways that will fit the culture. D. the strategy has to be changed as rapidly as possible to regain harmony with cultural norms. E. any unhealthy or dysfunctional cultural traits must be changed as fast as possible and management needs to be aggressively striving to ingrain new behaviors and work practices that will enable first-rate strategy execution.