Application Case Study
Application Case 9-1
Discussion Questions
1. Do you consider the description of the Firestone store manager’s responsibilities important information that the raters of managers need to be knowledgeable about?
I do consider the description of the Firestone’s store manager’s responsibilities important information for the raters of the managers to know about. To effectively rate the performance and conduct of the managers the raters has to know what their overall responsibilities and duties are. Knowing this information will help to eliminate rater errors and thus provide an effective and accurate performance evaluation of the managers.
2. Does the portion of the performance evaluation form used at Bridgestone/Firestone require any subjective judgments or considerations on the part of the rater?
The portion of the performance evaluation form used at Bridgestone/Firestone does require subjective judgments or considerations on the part of the rater. The section “Employee’s reaction to performance feedback” is based on the interpretation and judgment of the rater. One may perceive an employee’s reaction as being adverse and opposing when it may not very well be the case. Just as the employee’s reactions may appear to have fully understood and accepted the feedback when really they may not totally agree with the feedback or plan of action proposed to correct it.
3. Suppose that a Bridgestone/Firestone manager received an outstanding performance evaluation. Does this mean that he or she is promotable? Why? Even though a Bridgestone/Firestone manager receives an outstanding performance, it does not necessarily mean that he or she is promotable. One must keep in mind that the rater can be faced with potential problems such as “wording” with standard evaluations, halo effects, contrast effects and favoritism. There are a number of issues that could have influenced the outstanding performance evaluation of the manager. A standard evaluation could produce
Discussion Questions
1. Do you consider the description of the Firestone store manager’s responsibilities important information that the raters of managers need to be knowledgeable about?
I do consider the description of the Firestone’s store manager’s responsibilities important information for the raters of the managers to know about. To effectively rate the performance and conduct of the managers the raters has to know what their overall responsibilities and duties are. Knowing this information will help to eliminate rater errors and thus provide an effective and accurate performance evaluation of the managers.
2. Does the portion of the performance evaluation form used at Bridgestone/Firestone require any subjective judgments or considerations on the part of the rater?
The portion of the performance evaluation form used at Bridgestone/Firestone does require subjective judgments or considerations on the part of the rater. The section “Employee’s reaction to performance feedback” is based on the interpretation and judgment of the rater. One may perceive an employee’s reaction as being adverse and opposing when it may not very well be the case. Just as the employee’s reactions may appear to have fully understood and accepted the feedback when really they may not totally agree with the feedback or plan of action proposed to correct it.
3. Suppose that a Bridgestone/Firestone manager received an outstanding performance evaluation. Does this mean that he or she is promotable? Why? Even though a Bridgestone/Firestone manager receives an outstanding performance, it does not necessarily mean that he or she is promotable. One must keep in mind that the rater can be faced with potential problems such as “wording” with standard evaluations, halo effects, contrast effects and favoritism. There are a number of issues that could have influenced the outstanding performance evaluation of the manager. A standard evaluation could produce