Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
8.2
8.3
Developmental plans should keep the needs of both the organization and the
employee in mind.
(Suggested points: 2, [8.2])
8.4
8.5
8.6
8.7
8.8
8.9
One risk of 360-degree feedback systems is that raters may become overloaded
with forms to complete.
(Suggested points: 2, [8.8])
8.10
8.11
Developmental plans should be implemented for all but the lowest level
employees.
(Suggested points: 2, [8.1])
8.12
8.13
8.14
8.15
8.16
Multiple-Choice Questions
8.17
8.18
8.19
Chapter 8
8.20
8.21
A gap analysis is conducted examining the areas for which there are large
discrepancies between __________ and ______________.
A. self-perceptions; perceptions of others
B. peer perceptions; supervisor perceptions
C. subordinate perceptions; supervisor perceptions
D. None of the above
(Suggested points: 2, [8.6])
8.22
8.23
8.24
8.25
8.27
8.28
8.29
8.30
8.31
In using 360-degree feedback systems, what can be done to ensure that employees
accept the results?
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 8
A. Ensure that the employee is allowed to select at least some raters that will
provide feedback.
B. Ensure that everyone whom the employee has interacted with in any way
provides feedback.
C. Ensure that only clients who were happy with the employees performance are
selected to provide feedback.
D. Ensure that the supervisor responds to any negative feedback with a defense
of the employee.
(Suggested points: 2, [8.6])
8.32
8.33
8.34
How does a 360-degree feedback system help employees take control of their own
careers?
A. It allows employees to choose raters who will give them high ratings.
B. It allows employees to gain a realistic assessment of where to go with their
careers.
C. It allows employees to see which coworkers are friends and which are not.
D. It allows employees to form alliances with high raters and avoid low raters.
(Suggested points: 2, [8.8])
8.35
8.36
A.
B.
C.
D.
8.37
A.
B.
C.
D.
8.38
Essay-Type Questions
8.39
You are the HR manager at a large accounting firm. You are implementing a new
developmental plan. Please design the form that you would use to implement this
new program. Ensure that it contains all of the elements of a good developmental
plan.
(Suggested points: 10, [8.3])
8.40
8.41
The large financial service firm mentioned in short essay question 8.40 has
decided to implement a 360-degree feedback system. Please give the firm
recommendations on what characteristics it should look for in a good 360feedback system.
(Suggested points: 3, [8.9])
8.42
8.43
What should be included in the objectives of a developmental plan? What are the
characteristics of good plan objectives?
(Suggested points: 2, [8.3])
8.44
Chapter 8
8.45
8.46
8.47
8.48
8.49
8.50
8.51
8.52
Answers
8.1
T
8.2
F: Developmental plans can also enrich employees work experiences.
8.3
T
8.4
F: This describes membership in professional organizations.
8.5
F: Supervisors should be held accountable for their employees development.
8.6
T
8.7
F: 360-degree feedback should only be used for developmental purposes.
8.8
T
8.9
T
8.10 T
8.11 F: Developmental plans should be implemented for all employees, from top
management through the lowest level.
8.12
F. Three-hundred-sixty-degree feedback systems will only be effective in
some organizations.
8.13
T
8.14
F: The first step of a feedforward interview is to elicit a success story.
8.15
T
8.16 F: Three-hundred-sixty-degree feedback systems are most effective for
individuals who perceive a need to change.
8.17
8.18
8.19
8.20
8.21
8.22
8.23
8.24
8.25
8.26
8.27
8.28
8.29
8.30
8.31
8.32
8.33
8.34
8.35
8.36
8.37
8.38
D
D
C
B
A
D
C
C
C
B
C
B
A
D
A
C
D
B
D
8.39
C
D
C
Chapter 8
Prof. Developmental
Needs
Resources/Support
Needed
Target
Date
This plan contains all of the elements of a good developmental plan: listing the
need, listing the resources needed to meet the need, the date when the goal will be
completed, and evidence regarding how the goal was met. The goals included on
the form should include goals that the employee and supervisor agree on. In
addition, the goals need to be set to accomplish employee and organizational
goals.
8.40
8.41 The recommendation is that the firm look for a system with the following
characteristics:
Anonymity. In good systems, feedback is anonymous and confidential.
Observation of employee performance. Only those with good knowledge and
firsthand experience with the person being rated should participate in the
process.
Feedback interpretation. Good systems allow the person being rated to
discuss the feedback received with a person interested in the employees
development.
Follow-up. Once feedback is received, it is essential that a developmental plan
is created right away.
Use for developmental purposes only. The information collected should not be
used for making reward allocations or any other administrative decisions.
Avoidance of survey fatigue. Survey fatigue can be avoided if individuals are
not asked to rate too many employees at the same time.
8.42
8.43
The objectives of a developmental plan should include: the end product (the skill
to be learned) as well as a completion date and a measurement to be used to
ensure that the end product has been achieved. Good plan objectives are practical,
specific, time-oriented, linked to a standard, and developed jointly between the
supervisor and employee.
8.44
The needs of both the employee and the organization dictate the developmental
plan. The plan must enrich the employees work experience while meeting
organizational goals.
8.45
8.46
The direct supervisor has the following role in the creation of a developmental
plan:
1. Describe the steps that would be required for an employee to achieve the
desired performance level.
2. Refer employees to appropriate developmental activities that will help them
achieve the specific goals.
3. Review and make suggestions about the specific developmental objectives.
4. Check on the progress of achieving goals.
5. Provide reinforcement for goals achieved.
Chapter 8
8.47
8.48
8.49
8.50
8.51
8.52
Step 1: Eliciting a success story is important because this allows the manager to
identify a positive situation so that the employee can identify the behaviors and
skills that allowed the employee to be successful. This is essential for the
remaining two steps of the of the feedforward interview.
Step 2: It is important to uncover the underlying success factors because this will
allow the manager to focus on the employees behaviors and skills that have led
and may continue to lead to the employees success.
Step 3: Extrapolating the past into the future is important because it allows the
employee to see the conditions that are likely to lead to the employees success,
and it will encourage the employee to continue to demonstrate success.