Finding Of Fact # 2 : By Ignoring Howard's Performance Issues

* 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.

Reviewing the case study on what to do with Howard, I noticed that the work environment had many more issues that plagued it than just Howard. Tad has many decisions to make as the project Engineer for Agrigreen, Inc. Below are three Findings of Fact and my recommendations for each.

Agrigreen, Inc. has done a lot of moving employees from one position to another. Either someone chose to retire or step down, or they were promoted or transferred. Howard is a guy who obviously does not see himself the way others may see him. They simply have different perceptions. Howards seems like a man who tried his very best at one point. His best performance may not be equal to another persons’ best performance. He was often teased due to the perception of having no work ethic. Not identifying that trait within himself, Howard felt out-casted around the work place and seemed to display some acceptance issues. Even when he found someone that he could relate

On September 6th, 1971, President Richard Nixon gave the “Address to the Nation on Labor Day.” In this speech, he determines that there is a change in the work environment air. Nixon claims that workers in this developmental time deserve new opportunities to grow within their work. He reached the conclusion that job satisfaction should be a company's main focus. As the work environment evolves, worker satisfaction becomes increasingly more important. Employees have expectations, such as raises, insurance, and paid time off, so if a company is not willing to comply with these new demands, then it will become increasingly difficult to generate decent productivity rates. Nixon defined this word by stating that “Productivity really means getting

Tad Pierson had recently been appointed as a project engineer. As project engineer for one of Agrigreen’s plants, he is responsible for the operation of the plant surveying group. For some time now Tad had been aware of some performance, safety, and conflicts with personnel within the group. These issues appear to be escalating in frequency and are causing Tad concern regarding the safety of the employees, the production schedules, and possible actions that he might need to take.

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

The effort-performance relationship deals with belief of the employee that increased effort will result in improved performance. The performance-reward relationship focuses on the degree to which the employee believes their improved performance will lead to a desired outcome. The rewards-personal goals relationship is the degree to which the rewards of improved performance will meet the personal desires of the employee. Throughout the case, Stacy makes it clear that she feels undervalued by Royce. The case discusses how Stacy’s department has had to deal with a number of cutbacks that have resulted in a decrease in performance and higher turnover. This has undoubtedly had a negative effect on the image of the Student Activities department, which has clearly bothered Stacy. Furthermore, Royce has acknowledged that Stacy has “managed it all,” however he has not recognized this as an accomplishment on Stacy’s part. That feeling of being undervalued has resulted in a lack of motivation on Stacy’s end. The expectancy theory explains how an employee might ask themselves “if I give maximum effort, will it be recognized in my performance appraisal?” If Stacy were to ask herself that question, her answer would be a resounding “no.” She acknowledged this by admitting to having thoughts

Procedural justice is determined on the basis of the quality of what is being communicated an employee. In other words, procedural justice is based on the extent to which an employee feels whether his employer communicated crucial decisions in a sensitive and ethical manner (Harvey & Haines III, 2005). In other words, how a decision is made and communicated is what counts most (Harvey & Haines III, 2005). Unfortunately, Reed’s behavior implied that he regarded Fred as someone worthy of respect. This was further attested when Reed felt that it was not important to let Fred know the dates when he saw Fred’s company car parked in his driveway during work hours. Moreover, the new performance evaluation system implemented by Reed showed that Fred was doing “very good”. However, Reed decided to focus more on the least desirable component of Fred’s evaluation and give Fred and overall “good”. The results of the evaluation were humiliating for Fred as it was his lowest ever rating and was certainly lower than all other new hires who were at least 20 years younger to him. The assigned case study does not tell us how exactly Reed communicated his evaluations of Fred’s performance to Fred, but it does tell us that he evaluated Fred the very same way the second time. This time he sent Fred a memo letting him know that he was capable of doing better. The procedures involved in decision-making and the method of communication used affect employee behavior at

These issues are significant. Productivity is slipping, and so is workmanship. The workers' sense of entitlement is at absurd levels, and management has fallen into complacency. The

At the Engstrom Company there were many underlying issues that were truly affecting the company’s productivity and morale. When two of the most important factors in any organization are failing, it is nearly impossible for the company to stay afloat. Therefore,

2. Getting the right people in the right places. Ms. Roberts clearly stated that one of her issues is misplaced employees. She also noticed that some of the best contributors in the department were at the lowest-paid employees (Bernardin & Russell 2013).

Fred Harrison is a 45-year-old man who started as a grunt worker at the cell phone corporation Cell4U, grabbing the coffee and delivering mail and moved his way up to the manager of Cell4U in approximately 20 years. He got free phones, great plans and a lot of deals because of company benefits. He lived a light sedentary lifestyle when it came to exercise, most of his exercise came from walking up and down the stairs and hallways at work, checking on employees. He was the cheesy guy that you would see in the hallway, always trying to encourage his employees. Unfortunately, in the past few months, he has been having some troubles at home with his children (trouble in school, bullying, attitude) and he seems to be taking it to work with him. He has not been confident in what he says or does because he is always in self-doubt. Within the last few months, there were some changes from the CEOs that came into place. This changes frustrated the workers including Fred Harrison; everyone did not want to come into work, they did not want to cooperate with the rules which was causing tension between the hard workers and the workers who were complacent about being there. Fred was negatively impacting his employees but once he noticed that how he was acting, he realized that he needed to change his ways. He needed to figure out new and exciting ways that he can motivate himself and his employees and they can enjoy each others company and ways to figure out conflict. He is

1d. Brenda Cooper’s team had misfits with the task and informal organization and the formal and informal organization. The task and informal organization did not fit because they are not a team-based company, which puts individuals under a lot of pressure especially if they are the individuals being blamed. Since HFP does not have an established culture their workers are not happy to be where they are. Brenda has no support and even believes that the company will fail. Everyone in the company is disconnected with each other and that affects the company’s opportunities to achieve the goals. There is also a misfit in the task and

Lapiere's (1934) study shows a weak link at best between attitudes and behaviour. This would suggest that people who are satisfied with their work are not necessarily more productive than those workers who are unsatisfied with their work. A reason for this may be an employee’s limited ability. No matter how much an employee enjoys his job and wants to work hard, he may be limited to how much he can improve his performance as his ability restricts him. If this is the case, then this employee’s performance will not

His father has left him a good inheritance so he did not need to work anymore. The underlying cause of his performance fall was that, his needs and opinion have been changed and he did not care about the financial rewards anymore.