1.Broc, a supervisor, is discussing an employee with Anthony, a human resource manager. Broc explains that the employee's performance has not met company standards for two years. After assisting her and discussing the problem with her, Broc has concluded that the employee can do the work, she just doesn't want to bother. What should Anthony advise Broc to do?

A. Broc should reward the employee for honesty, and if she doesn't respond, then her employment should be terminated.

B. Broc should demote the employee, and if she doesn't respond, then refer her for counseling.

C. Broc should ensure that the employee is being rewarded adequately, and if not, he should give her a raise.

D. Broc should withhold a raise, and if the employee does not respond, then her employment should be terminated.

E. Broc should offer the employee coaching, training, and more detailed feedback until she improves.

2.Karla is teaching a newly promoted supervisor how to use the company's performance management system. The supervisor asks Karla when she is supposed to give employees performance feedback. Which answer would best guide the supervisor?

A. Employees benefit most from monthly feedback, assuming the department has time for it.

B. Supervisors must give feedback once a year, on the employee's hiring anniversary.

C. Supervisors should give feedback whenever employees do something wrong.

D.Employees benefit from feedback that occurs so often they know what will be said in their annual review.

E. Supervisors should give feedback frequently, whenever it will come as a surprise.

3.Which approach to performance management has very high fit to strategy; usually high validity; high reliability; high acceptability; and high specificity regarding results, but low specificity regarding behaviors necessary to achieve them?

A. attribute approach

B. comparative approach

C. results approach

D. behavioral approach

E. developmental approach