Kareem's Case

The facts in this case are that Harvey Pierce ambushed and shot Robin Kerl and her fiancé David Jones in the parking lot of a Madison Wal-Mart where Kerl and Jones worked. Kerl was seriously injured in the shooting, and Jones was killed. Pierce, who was Kerl’s former boyfriend, then shot and killed himself. At the time of the shooting, Pierce was a work-release inmate at the Dane County jail who was employed at a nearby Arby’s restaurant operated by Dennis Rasmussen, INC. Pierce had left work without permission at the time of the attempted murder and murder/suicide. Kerl and Jones’ estate sued DRI and Arby’s, INC. As in pertinent to this appeal, the plaintiffs alleged

Through performance reviews, up to date documentation on performance issues, coaching and setting employee objective and goals allow the HR to support the organization strategy by continue to develop, and monitor performance throughout the organization leading to a more efficient and effective employees and teams. Target HR departments decides to promote employee based on store needs, and performance. This is done by setting yearly goals, and doing active performance reviews. Furthermore, leaders document conversations regarding performance issues to later determine if there was an improvement in their performance to determine a promotion. For example, an employee at guest service got a complaint for being rude and not going above and beyond to make the customer happy. This was documented alongside any other issues regarding the employee. Later that year the employee wanted to leave learn the fitting room which handles phone calls, during a review of their performance they noticed that there was a number for conversations after the initial customer complaint. The HR then determine that the fitting room was not a good fit for the employee due the

During the conversation between Ron Davis – the relatively new general manager of the machine tooling group at Parker Manufacturing and Mike – a plant manager who reported to Ron, Ron had violated some principles of supportive communication and supportive listening. First of all, Ron had violated Descriptive and Problem-Oriented principles. For example, Ron expressed his thinking and opinion about what Mike did and stated Mike’s personalities: “I think you’re too chummy with some of your female personnel” or “I think you’re creating a substandard impression by not wearing a tie” and “Having things in

“Managers must be trained (perhaps by human resources staff) to use the process or tool effectively and apply the results analytically.”

Cynthia has always performed well in her job, and has received good performance appraisals. She has been denied a promotion to a more lucrative sales position because she was told she “is not attractive enough” for the position. Cynthia is likely a victim of

i. You must make judgement about the value of monitoring and managing employees. The benefits of performance management should be contrasted with the consequences of failing to manage performance

Furthermore, it provides the manager with a snapshot of what areas an employee need improvement on.

Terminations: Unfortunately, there comes a time when all managers face the prospect of having to terminate an employee. Such actions should be taken only as a last resort to end employee confrontations. The Bible provides that a manager’s “… wisdom gives him patience, it is to his glory to overlook an offense” (Proverbs 19:11). To this end, the Christian Broadcast Network (CBN) recommends that a Christian managers should first seek to counsel an employee who has proven unreliable, absent or disobedient to the circumstances of his or her position. Doing so prevents a hasty decision which may cause more harm than good to both the employer and the employee (A Christian Approach). Instead, the manager should understand the reasoning behind an employee’s actions which do not meet the job requirements; for the bible states “If your brother or sister sins, go and point out their fault, just between the two of you. If they listen to you, you have won them over” (Matthew 18:15). This provides that a manager who listens to an employee will be able to coach the employee into being a better participant in society. Further, listening provides an opportunity to perform God’s will of helping a brother or sister through potentially tough circumstances.

All the records in this investigation were collected by this reporting inspector, certified as true copies of original, and marked as items of proof.

The third is motivation, which supplies motivation for employees to develop and grow in the job by providing benchmarks during the year. The fourth is accountability, which creates accountability for employees and managers/supervisors. This will help all employees prioritize competing projects or initiatives for each individual or department. Managers conduct initial performance planning discussing with employees and provide direction through coaching sections. After the performance planning discussion, employee’s drafts performance plan for the manager’s review. This planning discussion is followed up by the employee finalizing his or her draft with his or her manager. Overall, managers/supervisors at each level develop specific goals that support department or team goals which in turn support the corporate and function/operational group scorecard metrics.

One of the most important is that this supervisor’s employees were completely denied the opportunity to learn and grow. This definitely breeds resentment among the employees, as the entire staff begins to feel that shortness in opportunity is preventing them from moving forward professionally (Walker, 2002). Furthermore, a lack of learning and developing leads to low self-esteem, motivation, and moral. It was very obvious that the entire team felt this way, as they were not trusted to take on these situations. This, in turn, negatively affected the entire company, as talent was not being properly developed.

Good performance review techniques and methods come in a variety of forms ranging from the use of management coaches to the establishment and distribution of written evaluations. Evaluations should include all direct reports from those employees who work within the department; from beginning to end, the process of using a questionnaire benefits gloriously to a manager and their employees. Discovering what employees genuinely think of a manager’s work and leadership abilities proves crucial as it becomes an essential step in maintaining strengths and improving weaknesses. The use of a hired management coach can help during the performance reviews immensely; as their job is to aide in the facilitation of meetings, coaches can assist in assuring that the review

Some managers were reluctant in differentiating between their employees and allow any unfamiliar person to evaluate them. Because of this true performer might miss his/her rewards and incentives.

One HR issue this article can be applied to is ineffective performance reviews and training for management. Many companies base their performance reviews around what a manager is doing wrong, but creating a more evidence-based survey focused around specific strengths a manger should excel in helps the corporation to be future-based. Like Google, the company can identify eight characteristics of good mangers and create the survey based around those eight pillars. If a manger is deficient in a certain category they can take classes to strengthen that specific characteristics rather than have to sit through a general training highlighting things they are already good at.

To be an affective sales manager at Phoenix, Mrs. Richardson needed to be able to bring together this group of insubordinate employees who seemingly did not work well as a team. Of these employees, only a few had been meeting or exceeding expectations of the organization. More so the attitudes of the employees were so far from acceptable that there is question as to why they held the positions that they did. Alex Hoffman, top sales representative, showed little respect for Mrs. Richardson, however as he consistently brought in sales he was not a candidate to let go. Although, Mrs. Richardson still should have had a discussion with Mr. Hoffman about his actions and the fact that when other employees perceive his disrespect then they may in turn do the same. On top of that, Sarah Vega continuously showed up for work late and even missed one day per week on average. These actions are unacceptable in the workplace and worthy of termination. A third employee, Chelsea Peterson, showed absolutely no respect for her new sales manager. These sorts of actions do not deserve to go unnoticed or unpunished. Melissa Richardson should have scheduled a mandatory meeting for all employees in order to lay down the law. She needed to tell them all together as a team exactly what her expectations for