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PCM Model

The document outlines an end semester examination for a performance and counseling management course, including definitions of key terms like performance, assessment centers, benchmarking, and succession planning. It also provides sample exam questions covering topics such as performance management cycles, creating a performance-oriented culture, competency mapping, 360-degree feedback, and differentiating task and contextual job performance. The case study asks students to develop a job description and list task and contextual performance behaviors for a district business manager position.

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Spandana Alapati
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172 views

PCM Model

The document outlines an end semester examination for a performance and counseling management course, including definitions of key terms like performance, assessment centers, benchmarking, and succession planning. It also provides sample exam questions covering topics such as performance management cycles, creating a performance-oriented culture, competency mapping, 360-degree feedback, and differentiating task and contextual job performance. The case study asks students to develop a job description and list task and contextual performance behaviors for a district business manager position.

Uploaded by

Spandana Alapati
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PDF, TXT or read online on Scribd
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K L UNIVERSITY BUSINESS SCHOOL BBA V Semester (2012-14) End Semester Examination Subject Code: 11BB31H2 Max Marks: 60 Subject

t Name: Performance & Counseling Management Date: Section A 1. Answer all Questions: a. Define Performance. b. What is Performance Planning? c. What is an Assessment Centre? d. Explain the term Benchmarking. e. What is Reward? f. Define Succession Planning? g. Explain the conceptual difference between counseling and coaching. h. What are the uses of psychological tests? i. What is intelligence testing? j. Define group dynamics. Section B Answer Any Four Questions: 2. a) b) a) b) a) b) a) b) a) b) a) b) 4 x 10 = 40 Marks 10 x 1 = 10 Marks Duration: 3 Hrs

3.

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6. 7.

Why do organizations set performance standards? (5M) How is performance management different from the performance appraisal practices that are common in many organizations? (5M) Explain the Performance Management Cycle. (5M) How performance appraisal helps in creating a performance oriented culture in the organization? (5M) Why predefined goals makes employee focus on high performance?(5M) Explain the importance of employee development plans in employee performance. (5M) Define Competency Mapping. Explain its applications in Performance Management. (5M). Explain the process of 360-degree feedback. (5M) Explain the need of group counseling and its impact in group dynamics. (5M) What are the different assessment techniques followed in counseling? (5M) Explain the characteristics of psychological tests. (5M) Explain different techniques used in personality testing.(5M) Section C

Case Study Differentiating task from contextual performance

1 x 10 = 10 Marks

Consider the following adaptation of a job description for the position of a district business manager for a sales organization in Bristol-Myers Suibb (BMS). BMS produces pharmaceuticals, infant formulas and nutritional products and advanced wound care products and over-the-counter products. Some of their brands include Enfamil, Cardiolite, and Plavix. Their stated mission is to extend and

enhance human life by providing highest quality pharmaceutical and related health-care products. In addition, all employees live by the BMS pledge: We pledge to our patients and customers, to our employees and partners, to our shareholders and neighbors, and to our world we serve to act on our belief that the priceless ingredient of every product is the honor and integrity of its maker. a. Develop job description for DBM position. (5M) b. Extract a list of task and contextual performance behaviors for the above listed job description. (5M)

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