Case: valley wide utilities company

* According to the material in Chapter 9, most employee complaints related to performance evaluations are based on alleged violations of employment law. Determine what you think would be a common complaint that could have legal consequences. Propose a strategy that HR could implement to reduce the number of these types of employee complaints.

1) Lack of open communication - Companies hierarchical structure is quite wide and there is a big gap between senior management and base-line workers. There seems to be enough communication between senior and middle management (Marc Fontaine to meet manufacturing director and Redgrove plant director), but there seems to be not so open communication between Middle management and floor level managers (Page was hesitant to talk to Marc). The assumption-observation error is one of the critical errors in communication, and Marc being a newbie might have to establish that trust and open communication channels to better understand the needs to floor workers.

The employees can be afraid that the observations of their weak performance can eventually result in dismissal or extra

Responsiveness to Identified Needs: Standard is met when FPO assists in negotiating or clarifying appropriate performance and operational goals, as demonstrated in LMI grant activities such as, but not limited to, the following:

There should be a random audit conducted of the prior months cases to be used to research and identify the various errors. The audit can identify the more troublesome employees and their quality issues. For the August meeting, the supervisor should provide specifics of the quality issues to the entire staff with some appropriate training provided.

During my tenure with the DBO, I have worked in various units/divisions. There have been many units in which a backlog was evident and needed to be cleared. While working with the complaint unit there was a backlog in which complaints were filed years prior and they have yet to be reviewed. Our unit was given an opportunity to provide suggestions to address the backlog and participate in the lean sigma six training. Through this training we collectively addressed the primary areas of concern which was the current process of review procedures and the unnecessary steps in which prolonged the review process. The primary issues were addressing the overall time it took to receive complaints, deciphering which complaint should be prioritized, and how complaint should be reviewed. The backlog was eventually cleared after many hours of overtime, enhanced review process, new procedures, and how complaints was handled.

In our last 2 evaluations, the evaluators discovered missing or broken management processes in several of our programs. These discrepancies need to be correct to avoid future unwanted results and to not compromise our ability to help our

If the outcome of performance feedback meeting was not as expected, employees might feel that they are being judged or on their way to lose their jobs. They become de-motivated and demoralised. This could reflect on their behaviour as they become defensive, aggressive, or even abusive.

1. What are some of the reasons that staff may be resistant to or even fearful of evaluation?

* If evaluation process reveals that CanGo objectives and goals are not being achieved, then the strategic management process is reviewed and necessary revisions.

Employee's performance is evaluated by three criteria: productivity, customer service, and teamwork. Yet, employees are not given clear goals and guidelines on how they are actually rated on each of these performance criteria or supposed to achieve them. Furthermore, there is no training, so new employees, as well as newly-appointed managers, are expected to seek information from more experienced peers. This lack of clarity and training demotivates employees and, in some cases, leads to the abuse by managers seeking to meet their department sales quotas at any cost.

Pitfalls are important to recognize ahead of time, this can help towards the companies success and create an environment with less turnover. Having the correct pay incentives according to the job description is another important factor. It's great that you listed several pitfalls for us to see, I found it very informative. If no one tracked the goals of others, then there wouldn't be any incentive for employees to do their best. A good example of this would be; If no one tracked the Panther's Football games then how would we know who won?

359). The change was also a mistake and did not have the affect the company thought it would. Employees simply were not motivated by the firm’s new performance evaluation system.

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

Management by Objectives (MBO) method involves setting specific measurable goals with each employee and then periodically reviewing the progress made.