Lecture 1+2
Q1. Who is mainly responsible for performance appraisal?
A. HR only
B. Employees only
C. Line managers
D. External consultants
C. Line managers
Q2. What is performance appraisal?
A. Recruitment process
B. Formal evaluation of employee performance
C. Payroll system
D. Marketing tool
B. Formal evaluation of employee performance
Q1. What is total reward?
A. Salary only
B. Financial + non-financial rewards
C. Promotion only
D. Bonus only
B. Financial + non-financial rewards
Q1. What is the main purpose of training?
A. To redesign organisational job structures and roles
B. To improve current job-related skills and performance ability
C. To evaluate employee salary and reward eligibility systems
D. To replace formal performance appraisal procedures completely
B. To improve current job-related skills and performance ability
Q1. What best describes underperformance?
A. Exceeding organisational productivity targets consistently over time
B. Failure to meet expected job standards and performance goals
C. Voluntary participation in extra-role organisational activities
D. Achievement of performance outcomes above required benchmarks
B. Failure to meet expected job standards and performance goals
Q2. What is included in the performance management cycle?
A. Hiring only
B. Planning, managing, reviewing performance
C. Termination only
D. Marketing strategy
B. Planning, managing, reviewing performance
Q2. How often is appraisal usually conducted?
A. Weekly
B. Monthly
C. Annually
D. Never
C. Annually
Q2. What is one argument against PRP (Performance Related Pay)?
A. Too simple
B. Always fair
C. No impact
D. Can reduce teamwork and increase competition
D. Can reduce teamwork and increase competition
Q2. How is learning best defined in performance management?
A. Permanent change in knowledge, skills, or behaviour patterns
B. Temporary change in job assignment and role allocation
C. Short-term improvement in task completion efficiency rates
D. Formal certification of employee job performance outcomes
A. Permanent change in knowledge, skills, or behaviour patterns
Q2. What is counterproductive work behaviour (CWB)?
A. Behaviour that intentionally or unintentionally harms organisational goals
B. Structured participation in formal training and development programs
C. Standard task execution within defined job performance requirements
D. Voluntary engagement in organisational citizenship behaviours only
A. Behaviour that intentionally or unintentionally harms organisational goals
Q3. What is discretionary behaviour?
A. Forced work
B. Extra effort beyond job requirements
C. Absence from work
D. Salary negotiation
B. Extra effort beyond job requirements
Q3. Who designs appraisal systems?
A. Employees
B. Government
C. HR department
D. Customers
C. HR department
Q3. What is a benefit of linking reward to performance?
A. Less motivation
B. Increased employee motivation
C. Lower productivity
D. Less accountability
B. Increased employee motivation
Q3. What distinguishes development from training?
A. It focuses only on immediate job performance correction needs
B. It is limited to technical skill acquisition for current roles
C. It is long-term and focuses on future capability building
D. It replaces the need for workplace learning interventions
C. It is long-term and focuses on future capability building
Q3. Which is an example of workplace underperformance?
A. Completing assigned tasks ahead of expected deadlines regularly
B. Consistently missing deadlines and failing to meet role expectations
C. Actively supporting colleagues in completing shared tasks effectively
D. Demonstrating high engagement in organisational improvement initiatives
B. Consistently missing deadlines and failing to meet role expectations
Q4. How does organisational strategy link to performance management?
A. It translates strategy into individual and team performance goals
B. It links HR systems mainly to payroll administration rules
C. It separates organisational planning from employee evaluation systems
D. It focuses mainly on compliance with HR documentation standards
A. It translates strategy into individual and team performance goals
Q4. Why do line managers often struggle with performance management?
A. It focuses only on strategic planning rather than daily operations
B. It assumes no employee supervision responsibilities exist
C. It operates without any formal organisational performance systems
D. They face workload pressure and limited HR support resources
D. They face workload pressure and limited HR support resources
Q5. Why is reward management considered strategically important in organisations?
A. It disconnects employee pay from organisational performance outcomes
B. It standardises compensation without linking to employee behaviour
C. 👉 It aligns employee effort with organisational strategic priorities
D. It focuses mainly on administrative salary processing functions
C. It aligns employee effort with organisational strategic priorities
Q4. What is a learning culture in organisations?
A. A system where only HR controls all employee development decisions
B. A structure focused primarily on financial reward distribution systems
C. A framework where training is optional and individually selected
D. An environment encouraging continuous learning and knowledge sharing
D. An environment encouraging continuous learning and knowledge sharing
Q4. What is an informal method of managing poor performance?
A. Immediate termination without documentation or review procedures
B. Legal disciplinary hearings conducted through external tribunals
C. Automatic salary reduction based on performance scoring systems
D. Coaching, feedback, and ongoing performance discussions
D. Coaching, feedback, and ongoing performance discussions
Q5. Why is performance often described as a “black box”?
A. It hides employee performance data from organisational dashboards
B. It simplifies all HR outcomes into financial performance indicators
C. It involves unclear links between HR actions and final outcomes
D. It reduces performance measurement to single observable variables
C. It involves unclear links between HR actions and final outcomes
Q5. Why is performance appraisal considered vulnerable to subjectivity?
A. It replaces objective measures with fully automated evaluation systems
B. It removes managerial judgment from the evaluation process entirely
C. It relies on human judgment influenced by perception and bias
D. It eliminates structured criteria in formal performance reviews
C. It relies on human judgment influenced by perception and bias
Q5. Why is organisational learning considered a strategic capability?
A. It focuses only on short-term training interventions for employees
B. It replaces formal performance management and appraisal systems
C. It supports long-term capability building and adaptation processes
D. It limits knowledge development to technical skill acquisition only
C. It supports long-term capability building and adaptation processes
Q5. Why is strategic learning and development important?
A. It ensures training budgets are reduced across all departments
B. It separates learning activities from organisational performance goals
C. It aligns employee capability development with long-term strategy needs
D. It focuses only on compliance-based mandatory training requirements
C. It aligns employee capability development with long-term strategy needs
Q5. Why is early intervention important in managing poor performance?
A. It eliminates the need for performance appraisal documentation systems
B. It ensures immediate disciplinary dismissal without corrective actions
C. It prevents performance issues from becoming persistent and embedded
D. It shifts all responsibility from managers to HR compliance units
C. It prevents performance issues from becoming persistent and embedded