Carefully read the attached image and fill the table at the end of the image thank you CASE STUDY 1-3Distinguishing Performance Management Systemsfrom Performance Appraisal SystemsWhat are the differences between a performance appraisalsystem and a performance management system? How are thetwo systems related to each other? After answering thesequestions, consider the following 11 criticisms. Which of thefollowing criticisms pertain to performance appraisal systemsbut not to performance management systems? Which criti-cisms pertain to both performance appraisal and performancemanagement systems? Use Xs on the table below to denoteanswers. Then, provide an explanation for categorizing the 11criticisms in the way you did.months to say something about it. How does that helpnext week's performance?"Criticism 3: "Never make the evaluation a hit-and-run. Itshould take the form of a dialogue between the supervi-sor and subordinate, not an isolated event but rather apart of performance/career management more generally."Criticism 4: "A number of years ago, the U.S. EqualEmployment Opportunity Commission (EEOC) created a"Like Me' task force. Its general conclusion-there wasa human tendency to favor employees who are like themanagers making the employment assessment."Criticism 1: "(There can be] inconsistency betweencomments and scores on an employee's evaluation."Criticism 2: "The annual performance review is a badmanagement tool. To start with, it is not timely. If yoursubordinate is deficient in some ways, you wait 11Criticism 5: "Few managers jump with glee at appraisaltime. When they triage workplace demands, many timesappraisals end up at the bottom. As a result, lateappraisals are often the norm and not the exception.Chapter 1• Performance Management and Reward Systems in Context33Criticism 6: "Because performance is ultimatelymeasured on a nonstop, continuous basis, managersmay become overwhelmed with cognitive load, paper-work, and generally more work to do."Criticism 7: "What's left is the more importantstrategic role of raising the reputational and intellec-tual capital of the company-but HR is, it turns out,uniquely unsuited for that."Criticism 9: "Often an employee with substandardperformance is evaluated as meeting expectations oreven better, and the average employee receives anabove-average evaluation."Criticism 10: "(The process does not involve helpingor making employees] set goals for the future."Criticism 11: "Coaching can be tricky. When donewrong, it can be devastating. For example, a coach'sfeedback can have detrimental effects if it focuses onCriticism 8: "Goal-setting, when done wrong, gives theemployee the wrong goals–those, for instance, which arenot aligned with the organization's strategic orientation."the employee as a whole as opposed to specific workbehaviors at work."toto performaneperformance appraisalsystems onlymanagementsystems onlyperformance appraisal andmanagement systemsCriticisms14.6891011Some of theoe ouitiniome uara deiued from the fellouinga 30) CEOe ehould elri

Question

Carefully read the attached image and fill the table at the end of the image thank you CASE STUDY 1-3Distinguishing Performance Management Systemsfrom Performance Appraisal SystemsWhat are the differences between a performance appraisalsystem and a performance management system? How are thetwo systems related to each other? After answering thesequestions, consider the following 11 criticisms. Which of thefollowing criticisms pertain to performance appraisal systemsbut not to performance management systems? Which criti-cisms pertain to both performance appraisal and performancemanagement systems? Use Xs on the table below to denoteanswers. Then, provide an explanation for categorizing the 11criticisms in the way you did.months to say something about it. How does that helpnext week's performance?&#34;Criticism 3: &#34;Never make the evaluation a hit-and-run. Itshould take the form of a dialogue between the supervi-sor and subordinate, not an isolated event but rather apart of performance/career management more generally.&#34;Criticism 4: &#34;A number of years ago, the U.S. EqualEmployment Opportunity Commission (EEOC) created a&#34;Like Me' task force. Its general conclusion-there wasa human tendency to favor employees who are like themanagers making the employment assessment.&#34;Criticism 1: &#34;(There can be] inconsistency betweencomments and scores on an employee's evaluation.&#34;Criticism 2: &#34;The annual performance review is a badmanagement tool. To start with, it is not timely. If yoursubordinate is deficient in some ways, you wait 11Criticism 5: &#34;Few managers jump with glee at appraisaltime. When they triage workplace demands, many timesappraisals end up at the bottom. As a result, lateappraisals are often the norm and not the exception.Chapter 1• Performance Management and Reward Systems in Context33Criticism 6: &#34;Because performance is ultimatelymeasured on a nonstop, continuous basis, managersmay become overwhelmed with cognitive load, paper-work, and generally more work to do.&#34;Criticism 7: &#34;What's left is the more importantstrategic role of raising the reputational and intellec-tual capital of the company-but HR is, it turns out,uniquely unsuited for that.&#34;Criticism 9: &#34;Often an employee with substandardperformance is evaluated as meeting expectations oreven better, and the average employee receives anabove-average evaluation.&#34;Criticism 10: &#34;(The process does not involve helpingor making employees] set goals for the future.&#34;Criticism 11: &#34;Coaching can be tricky. When donewrong, it can be devastating. For example, a coach'sfeedback can have detrimental effects if it focuses onCriticism 8: &#34;Goal-setting, when done wrong, gives theemployee the wrong goals–those, for instance, which arenot aligned with the organization's strategic orientation.&#34;the employee as a whole as opposed to specific workbehaviors at work.&#34;toto performaneperformance appraisalsystems onlymanagementsystems onlyperformance appraisal andmanagement systemsCriticisms14.6891011Some of theoe ouitiniome uara deiued from the fellouinga 30) CEOe ehould elri

Accepted Answer

Performance Management is the process of managing and developing employee performance throughout the…