The case study has revealed that the employee Jeanette R. Landis has not per sea violated a specific rule that is fully defined in their company regulations. But in defense of the company’s sales quota requirements it is quite apparent that Jeanette is not making the grade to date and has not done so over the past 6 months. Jeanette is responsible for gaining new business and as described in the case study performance appraisal “Jeanette does not make new sales. Rather, she maintains customer orders for the same ad, run on the same day, for the same cost. She does not make attempts to win new customers or grow current accounts. This area needs severe improvement. It is recommended that Jeanette repeat sales training” (Bernardin & Russell, 2013, p.639). Additionally, it is apparent that from the appraisal form that Jeanette has attributes that are not being noticed that the company is benefiting from. This point is as follows based on the performance appraisal under the “Rating: meets Requirements; Comments: The sales Jeanette makes are processed appropriately. She reports then to me in an acceptable fashion, and she maintains customer accounts adequately” (Bernardin & Russell, 2013, p.639). Based on this very important quote from the employee appraisal it is very clear that Jeanette has a good handle on customer relations and is continuing to keep current customers satisfied with the services and products that the “Daily Register” has provided over time. To improve
Click here to unlock this and over one million essaysGet Access
* 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.
Officer Lerma, this is your annual Employee Performance Appraisal. This appraisal reflects the observations made by myself as well as Sgt. Drake A9663 and Sgt. Camenisch B0467 from your Blue Team Supervisor Notes. During this period you have been assigned to Durango Jail on Shift 2.
Development of a performance appraisal system that is effective in a human service organization is of benefit for the organization and the employees. For a performance appraisal system to be effective, the system has to be strategic, designed to fit the specific needs of the organization, non-discriminatory, non-bias, with correct implementation and administration. Many different components, must to be incorporated to make this type of system beneficial for all who use it, and all who are evaluated by the system.
After reviewing exhibit 7.4.2, list what you regard as the major problems with the Darby appraisal system. Make specific recommendations about changing the system.
Officer McCown, this is your 12 Month Probationary Employee Performance Appraisal. I have not been your supervisor for this entire evaluation period. This appraisal reflects the observations made by myself as well as Sgt. Mellott B0058. This evaluation includes input from your Employee Performance Notes and Blue Team. During this period you have been assigned to Lower Buckeye Jail on Shift 2.
The performance appraisals process is flawed in many ways. Lack of preparation, time, training, and professionalism are a few examples of how the system is flawed. The individual completing the application often has many tasks that supersedes taking the appropriate time necessary to accurately keep notations of an employee's performance throughout the year. The lack of time leads to an employee receiving a performance review on the most recent accounts of his or her job performance instead of his or her performance throughout the entire year. Lack of professionalism can also hurt the appraisal process. An employee should be rated by his or her job duties instead of the personal opinion or feelings the manager or supervisor completing the form. All
Interviewed were five members of The Gaston County Human Resource Department (HR). HR is responsible for the recruitment of qualified employees. HR is also charged with keeping accurate and complete records for personnel administration, including health insurance, retirement benefits, worker’s compensation, accident pressing reports, and time and pay request. In addition HR is responsible for over seeing, maintaining, and implementation of the employee performance appraisal system for all County departments consisting of 1,500 employees. Also interviewed was a panel of five front line supervisors from different departments at Health and Human Services, Social Services division (DHHS). DHHS is responsible for the care and support of the most vulnerable in the community offering services such as Food and Nutrition, Medicaid, Child Support, Day Care Assistance, Work First, and Adult and Aging Services. DHHS supervisors are responsible for line staff including conducting performance appraisals. Gaston County offices first priority is customer service to the public, all departments work in conjunction with each other in order to provide the services needed by the public at large.
As the case represent an independent analysis of issues associated with performance appraisal and performance management in Morgan Stanley. The case does reflect the scenario of Person’s underperformance in different dimensions.
The root cause of the problem with the performance appraisal is that sales people are now evaluated based on their relationships with the traders and researchers in New York with no input from the regional manager. In the case, there was no disconfirming data to suggest the performance appraisal needed a change. This was done in response to falling margins and the new performance appraisal process incentivizes selling higher margin products and encourages better relationships with the traders, managers, and researchers in New York. At this point C&B is in the “hurt or pain” stage of the general change process (Clawson, 6) and they should move to searching for alternatives such as changing the commission or bonus structure rather than removing the direct manager from the appraisal process. John Oates is the “guy on the mountain” in respect to the performance appraisal process and has been said to be acting weird and contemplating leaving C&B.
On the other hand, poor performance, or mediocre performance may lead to negative appraisals and consequences, including job termination or withholding of bonuses, awards, and promotions. Performance appraisals are a systemic means of ensuring quality of work performance, and thus achieving the strategic objectives and advancing the goals of the organization. These performance appraisals, in order to be effective, must be applied in a uniform, objective, fair and consistent manner over time. In addition, the expectations of the performance appraisal must be clearly understood and agreed upon by the supervisor and the employee. Objectivity and fairness in the appraisal system build trust in the organization as well as high morale among employees.
Firstly, Karen Mitchell, who was the best choice based on the previous evaluation criteria, was challenging for selling skills and ranked the fourth with new criteria. Karen had excellent operational skills (Rank 1) with fast, accurate and professional performance. She had good relationship with fellow CSRs and customers. Three and half years teller experience was sufficient for promotion. She also showed that she wanted to take more responsibilities. However, on the downside, Karen’s selling performance was poor and showed resistance for bank’s new policies. Although the managers had talked to her to improve the selling skills, she still thought that CSRs and tellers were nearly the same position to provide fast and accurate operation, not selling. If Karen was promoted to the head CSR, the assignment and operational works would be performed well, but the selling performance might decline. The number of customers might be retained or even increased, but the profit might go down.
By 1959 the automotive division of BMW was in financial difficulties and a shareholders meeting was held to decide whether to go into liquidation or find a way of carrying on. It was decided to carry on and to try to cash in on the current economy car boom enjoyed so successfully by some of Germany 's ex-aircraft manufacturers such as Messerschmitt and Heinkel. The rights to manufacture the Italian Iso Isetta were bought, the tiny cars themselves were to be powered by a modified form of BMW 's own motorcycle engine. This was moderately successful and helped the company get back on its feet. The controlling majority shareholder of the BMW Aktiengesellschaft since 1959 is the Quandt family, which owns about 46% of the stock. The rest is in public float.
HRM does not need to be a conflicted role when acting as employee advocate and strategic business partner to management. Employees make a significant contribution to any company, and therefore can be expected to act as partners in the success of the company as well. HRM can work as a go-between in some instances to ensure that the needs of both employees and management are met. This is how the HRM function works at Wegmans, where the employees are treated as part of the family and given the opportunity not only to pursue their own objectives but also to make contributions to overall corporate objectives as well.