1. Broadly understood, performance management represents organisational attempts to do which of the following

1. to generate competition between individual employees to elicit improved performance
2. to align individual or team performance with organisational objectives
3. to more tightly control the behaviour of employees
4. to provide a means of getting rid of poor performers

2. Which of the following is not a characteristic of SMART performance objectives

1. specific
2. attainable
3. realistic
4. temporary

3. Which of the following groups do not typically provide feedback in 360-degree appraisals

1. peers
2. line managers
3. customers
4. competitors

4. The dual objectives of performance appraisals – to review prior performance and to prepare for future performance – can result in a tension for line managers between which of the following roles

1. judge and coach
2. mentor and mentee
3. manager and friend
4. role model and confidante

5. Some commentators discern between corporate and organisational culture because

1. the former is deliberately constructed whilst the latter evolves ‘naturally’
2. the former is a source of competitive advantage whilst the latter is not
3. the former is that which exists at senior managerial level and the latter is that in the rest of the organisation
4. the former is associated with private sector firms and the latter with public sector organisations