Denial to go for training made Hoffman to file a case against her employer under the Disability Act; and district court granted Caterpillar a summary judgment. (Walsh, 2012)
2. Otis Elevator most likely encountered challenged related to internal business processes after implementing its 360-degree feedback system (Koebelin, 1999)
Otis Elevator will need to decide what employee development plans should be created based on the feedback and how these plans will be used to align behaviors needed to successfully implement the corporate strategy or goal. And, from a learning perspective, the organization will need to address the following questions for the 360-degree feedback to have meaningful impact (Koebelin, 1999): How will individual development needs identified in the process be addressed? Will supervisors require training in order to address the identified needs of subordinates? Will HR utilize aggregate data on employee needs to create an organization-wide development plan? Often, corporations rushed into 360-degree feedback without laying the foundation for success (Linman)
" ("Introduction: Performance Appraisal," 2005) One simple way to do such an appraisal as a family might be to have the subordinate staff members meet and discuss with their superiors as to what they could have done better, in terms of offering clients a variety of options regarding the conferences proceeding service, a review of how the staff conducted themselves during the service itself, and to discern any possible ways to make the functioning of the business better, and conduct a narrative or essay-based evaluation of the overall performance. (Hansen, 2005) Also, the organization could send a follow-up letter to those family members who utilized the service, expressing the funeral parlor's condolences, and asking, if he family felt comfortable, for a review of the services
Creating a friendly relationship with unions in a unionized workplace is best attained by not querying employees about union membership during the process, and adhering to the law which states that performance appraisals must be "job-related and valid; based on a thorough analysis of the job; standardized for all employees; not biased against any race, color, sex, religion, or nationality; and performed by people who have adequate knowledge of the person or job." (McNamara, 1998) Scheduling the employee review soon after initial employment is important in not creating any illusion of improper conduct towards the employee, as is the fact, in all appraisals, "if the supervisor has been doing a good job supervising, then nothing should be surprising to the employee during the appraisal
However there are cases where organizations try to minimize the impact of the external factors on an employee's performance by working on the internal factors over which they have substantial control. For instance, "the Mecklenburg County (Charlotte, North Carolina) Department of Environmental Protection (MCDEP) uses a multidirectional approach to performance appraisal and rewards, beginning with the hiring process and continuing on a day-to-day basis" (Barry, 1997)
Yet other researches have linked the benefits of performance appraisals with various external factors. (Dipboye and de Pontbriand, 1981; Fulk et
Such participation also helps employees in accepting the appraisals and its objectives. This is because of the fact that the employee participation improves communication between superior and subordinates making the goals clearer (Gehrman, 1984; Gibb, 1985; Locke et
They found out that such an act could result in undesirable consequences. The accounting-based performance measures have shown the most probable dysfunctional consequential behavior (Hopwood (1972), Otley (1978), and Hirst (1981)
If an employee has expectations about the outcome of personal behavior that are not in alignment with corporate objectives, these expectations may confuse the company's use of these objectives as a measure of performance evaluation. Moreover several difficulties may arise in event of problems resulting because of measuring achievement of objectives accurately or communicating how employee is expected to achieve corporate objectives (Jagacinski, 1991)
A performance appraisal is also conducted as an incentive to increasing employee's job performance. Therefore an appraisal is a multi-dimensional activity affecting many aspects of organizational goals and objectives (Levinson, 1970; Locke and Latham, 1990; Mount and Thompson, 1987; Stonich, 1984)
In 1984, Stonich concluded that performance appraisals not only measure performance, they also serve as an objective basis for salary and incentive compensation. Finally performance appraisals aid in the strategic thrust of the firm (Locke and Latham, 1990)
This is why in order for the performance appraisal to be effective, an employee's job description and the associated tasks and activities should be specific for various reasons. The primary reason is quite self explanatory because evidence shows that employees who know exactly what their responsibilities are and how to live up to those expectations are far more likely to be efficient than employees who have not been a part of the appraisal (Meyer et al
Yet there may be forces that interfere with the employees' striving to achieve the corporate objectives. A certain expectancy theory states that the motive behind a person's interest to take up certain behavior is a multiplicative function of that person's expectations about the probable results of that behavior and the degree to which the individual desires the results (Vroom, 1964)
This situation is labeled as "impression management" in associated literature. Due to these factors present, there are several hypotheses that this study aimed to test (Wayne, 1995)
Within each Whole Foods there are "self-managed teams -- produce, grocery, prepared foods, and so on -- with designated leaders and clear performance targets. The team leaders in each store are a team; store leaders in each region are a team; the company's six regional presidents are a team" (Fishman 1996:1)
Additionally, throughout the evaluation process, the supervisor is able to identify new training needs and resolve them, with the final outcome of improved organizational results. Finally, all these developments regarding the quality of work are discussed without the traditional emphasis on financial aspects (Falcone and Sachs, 2007)
The supervisor normally completes a pre-designed standard form, and then discusses its results with the employee. An average appraisal is performed with three specific scopes: First, the performance appraisal offers the logic and objective context for salary increases, promotions, bonuses, demotions or termination of employment Secondly, the performance appraisal allows the supervisor to inform the employee on his performances, as they are perceived by the company, and offers input on what needs to change in the employee's approach to his professional responsibilities Finally, the third scope of the performance appraisal, a more recent one, is that of allowing the supervisor to mentor the professional formation of the employee (Grote, 1996) While most of the economic agents perform employee evaluations once a year, the academicians argue that the practice should be ongoing and part of the business model
The supervisor normally completes a pre-designed standard form, and then discusses its results with the employee. An average appraisal is performed with three specific scopes: First, the performance appraisal offers the logic and objective context for salary increases, promotions, bonuses, demotions or termination of employment Secondly, the performance appraisal allows the supervisor to inform the employee on his performances, as they are perceived by the company, and offers input on what needs to change in the employee's approach to his professional responsibilities Finally, the third scope of the performance appraisal, a more recent one, is that of allowing the supervisor to mentor the professional formation of the employee (Grote, 1996) While most of the economic agents perform employee evaluations once a year, the academicians argue that the practice should be ongoing and part of the business model
However, subjective performance appraisals can be affected by the unconscious or conscious human biases of the rater. It is critical that performance appraisals are accurate, given that "inaccurate performance appraisals can (a) diminish the link between pay and performance, (b) potentially lead to lawsuits, and (c) inhibit development of associates" (Curtis, Harven & Ravden 2005, p