Personal Narrative: An Interview With Apryl Patterson

Speakers. However, I did feel some may have been there because they were famous, but nevertheless still gave insight to networking.

I have many important people in my life that support me in everything that I do, but a good friend of mine has always pushed me to do my best in every situation. Morgan Parcher is like an older sister to me. She helps me with anything imaginable, and is the image of what I want to be. I met Morgan through 4-H. It was my very first year in 4-H and it was her last year. My mom was quite vocal and crazy so Morgan took a liking to my mom. All the kids loved my mother. She was the crazy lady of 4-H. She thought of my mom as her own, and while my mom and her became close so did we. Since we met through 4-H, we both showed horses together and she saw a great potential in me. Morgan was an exceptional horsewoman and rider. She competed on the OIHA

This year, I have three superb friends. They inspire me to do by best at just about everything. Audrey is inspiring when it comes to Cross Country, something she’s not the best at. Katie motivating when it comes to my writing, and C.j. encourages me to do my best, and always learn more.

Waking up and realizing that today was the day, my body got packed with nerves, still wondering how my mom even got me on the show and why they wanted me. While I was putting on my clothes, I was trying to look professional, but looking back I would have chosen something different. I was wearing some boot cut jeans, a shirt with a purple cross that had a shawl connected to it, some ugly sneakers, and my hair was straightened. It was dark and chilly December morning, and myself and my parents took the 30 minute drive to the TV station. When my parents and I arrived we had to be checked in by security, as they were told to expect my arrival, for the early morning weather segment. I felt that I was going to pee my pants, but I was also excited. My mom was making me more nervous, “You

On April 26th,1999 I emerged into the world a happy baby given the name Bethany Gavin. I’m now in year 12 and I attend Cooks Hill Campus, Big Picture. My education began here in year 10 after leaving three years of home schooling and have grown as a student as the years have gone on.

Jane and I grew up in grade school together. She was in the class ahead of me, but her and I were still friends. My father was into politics and involved himself in whatever he could with Jane's dad. Since our fathers were away quite often, we would spend a lot of time together. Since Jane didn't have a mother, my mother would often include Jane in whatever my sisters and I were doing. We would have great talks together talking about what we wanted to do when we grew up. Even though neither one of us knew what we wanted to do, Jane was someone that always had the biggest heart for helping people. She was always talking about the stories her father told her about President Lincoln, and even though she didn't know how, she knew she wanted to be someone to make change like he did.

I had the pleasure of interviewing Ms. Yvonne Dill who attended UIC (University in Chicago) at the age of 16, which she is extremely proud to say. “I loved it because it was close to my home, and although I was close, I was still able to be independent and live on my own. I did graduate from that school in 4 years.” I am also close to home and I enjoy my independence as well. The only difference between she and I is the fact that I did not attend college at age 16. During her first few weeks as a freshman she admits, “I was not nervous, and I felt as if I was where I belonged. I adjusted very easily, and quickly. Three of my cousins (all two years older than me, two of which are twins) also attended the school, which made the transition very

I interviewed Ms. Ashley Rogers. She told me that her mother is a person that has had the most impact in her life. Her mother was successful in her career and as a mother. She showed her how to be an upstanding citizen and a good person. She showed her how to be a leader to others when needed and support those who need it as well. She supported her through every career change or decision she made in school. The most important decisions she makes as the leader of her organization is that working with her department chair and other teachers it forces her to make decisions that show them how to do better at their job. She encourages creative thinking within her organization by making students think outside the normal. With her coworkers she

Performance assessments are ingrained in many businesses and used as a way to determine pay for performance. This evaluation format according to Daniel’s is because there is not a better option available and that they are often well defined ad thus should not be used. Furthermore, all sources agree that conducting a performance assessment has negative emotional associations with staff. During a performance assessment, staff often received good and bad news. When money is directly tied to this association, staff often skimming over the good news and listening only to the bad as it indicates their potential pay raise or not.

Mr. Hartley urged me to create an evaluation system that was specific to the position of dealer. The evaluation process consisted of a weighted survey given to a floor supervisor to complete. The questions on the survey were directed at the three skill sets required of a dealer (technical skills, language skills, and social skills). Survey questions that were based on an important skill were worth more than questions about less desirable skills. Each new hire would be evaluated by three supervisors, and the evaluations would be averaged together to reach a final evaluation score. Three supervisors were required in an effort to mitigate any personal bias on the part of the floor supervisor. I told Mr. Hartley that the process would first need to be tested on current dealers to work out any issues related to the weight and wording of the questions. I then had 32 current dealers evaluated by supervisors (96 total surveys). This process accounted for much of the unpaid overtime I performed from September of 2015 to December of 2016.

La Vita Compounding Pharmacy’s appraisals were simple to understand. Managers and supervisors would rate the employee on every key component, such as communication skills, on a one to five scales. When employees were given their rating, the managers would then proceed to write down additional comments on what they think they excel at and what areas need to be improved. As of right now, La Vita Compounding Pharmacy is going through the process of removing the rating systems, and just simply talking to their employee more than once or twice a year. By removing the rating system, La Vita is hoping to develop people faster. It’s clear that without performance appraisals employees will never know where they need improvement, and without them, they

tries to focus on a pay-for-performance appraisal. Below is Georgia Crown Distributing Co.’s Performance Evaluation/Review that each employee receives. Employees will have the option to any concerns they have, if they do not feel the evaluation was properly performed. Employee satisfaction is extremely important within the organization, so it is crucial every employee feels they are benefiting Georgia Crown Distributing Co., by being employed with the company. There is positive and significant correlation between job satisfaction and motivation to employee

Activity #3This activity involved performance reviews and how the employees felt that they were not being appraised fairly. It was apparent that there was no formal structured appraisal system in place which contributed to this problem. The need in defining four outcomes of the appraisal system will resolve this issue while remaining within company policy.

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.

Performance appraisals have changed over time (Glen, 1990). The BARS or “behaviorally anchored rating scales” evaluated employee traits such as reliability and cooperation (Glen, 1990). This system was later replaced by a “management-by-objectives” which sets performance objectives and appraised (Glen, 1990). More recently this was replaced by the merit pay and pay-for-performance systems (Glen, 1990). All the appraisal system attempt to maximize objectivity while minimizing uncertainty and subjectivity (Glen, 1990).