Final-Exam+Q&A

= All members in study group, please choose two questions to answer. Try to choose a question that does not already have a responder's name next to it. If all questions already have two responders, choose any two questions. Once you've completed your response, please upload your response and place link under appropriate question and responder. = 1. Longenecker, Sims, Jr., and Giola write, "According to management books and manuals, employee appraisal is an objective, rational, and we hope accurate process.” Do you agree or disagree with this statement? Explain your reasoning in detail. (Note: The authors names were used only to give credit for the quote --- be sure to incorporate all applicable course materials in answering this question - Shore and Strauss and Tziner, Murphy & Cleveland also address issues of importance).


 * Responder 1: Mario Lara [[file:Question #1.doc]]

Responder 2: James Swartz**

2. What are the potential organizational consequences of an ineffective performance appraisal system? Explain. What are the keys to an effective appraisal system (be sure to integrate information from the lecture, text and related readings)? Explain.


 * Responder 1: Carrie Harmon

Responder 2: Keith Jones**

3. In "Behind the Mask: The Politics of Employee Appraisal," Longenecker, et. al., found that executives might intentionally either inflate or deflate an appraisal. Why would executives do this?


 * Responder 1: Bill Berkley

Responder 2:** Keith Jones

4. As Rynes, Brown and Colbert indicate, “appraisal is one of the most problematic HR practices, as well as one of the most difficult to improve.” Indeed, it is all too easy to find references to widespread employee “negativity and cynicism” connected with many organizations’ employee appraisal systems. What are some common employee complaints about appraisal systems that have led to this cynicism? What are the “costs” of an ineffective appraisal system? Finally, what are the characteristics of a performance appraisal system that is likely to meet organizational objectives (and reduce the degree of negativity)? Be sure to include information from both the lecture and your readings.


 * Responder 1: Shari Daniels

Responder 2:** **James Swartz**

5. Atwater, Brett and Charles note that many organizations that have employed Multi-source Feedback (MSF) systems to enhance leader development have obtained only modest results. Apparently, developing and implementing MSF is a bit more complex than many organizations anticipated. Based upon Atwater, Brett and Charles' research, what factors appear to be crucial to the successful implementation of a MSF system? Explain.


 * Responder 1: Frank Leonard

Responder 2:** **Habib Hariri**

6. A three part question about J.S. Adam’s formulation of equity theory:

a. Explain what Adam’s suggest employees do in making pay comparisons? (In other words, explain how equity theory operates be sure to define all terminology) b. Applying Equity Theory, why is it so difficult to satisfy employees with respect to compensation? c. What are the managerial implications of employees seeking distributive justice when employees feel they are underpaid? Overpaid? Explain.


 * Responder 1:Carrie Harmon

Responder 2: Carol King**

7. Using the “building blocks” of expectancy theory, explain what is absolutely essential in developing an effective incentive pay system.


 * Responder 1: Bill Berkley

Responder 2:** **Frank Leonard**

8. In order for a pay-for-performance system to have any positive impact on employee performance, what conditions must be met? Explain each citing relevant psychological and/or economic wage theories. Also, based on your readings, what are some of the potential negative consequences associated with pay-for-performance schemes? Explain. (four should suffice --- include more if you really want to impress).


 * Responder 1: Mario Lara

Responder 2: Yevette Ramos** [|Final Exam Answer_8.doc]

9. According to Alfie Kohn, what are the problems with incentive plans? In other words, why does he suggest incentive plans cannot work?

Note: I almost asked a question regarding whether or not you agree with Alfie Kohn. It is something to think about. Can organizations develop effective pay-for-performance systems? Or is Alfie Kohn correct? Are pay-for-performance schemes destined  for failure?


 * Responder 1: Shari Daniels

Responder 2:**