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HUMAN RESOURCES MANAGEMENT Continuous Assignment 2 Chapter 6: Performance Management and Appraisal Case Incident 1 Appraising the Secretaries at Sweetwater U
Background: Rob Winchester is the newly appointed vice president at Sweetwater U and he faced problems after his university career began. Rob’s boss, Sweetwater’s president assigned him the first task of improving the performance appraisal system used to evaluate secretarial and clerical performance. But the main difficulty is the performance appraisal was tied to salary increases given at the end of year. The graphic rating forms which were used to evaluate the clerical staff were not efficient. He decided to change the faulty performance appraisal system which met resistance from administrators and secretaries. So he met two Sweetwater experts who gave him their recommendations to solve the problem. The first recommendation was not to use the graphic rating forms because it didn’t show the good or bad performance clearly. The second recommendation was not to force administrators to rate at least their secretaries as less than excellent. The recommendations were good and made sense but they created problems that made him began wondering what should be the basis of performance appraisal.
1. Do you think that the experts’ recommendations will be sufficient to get most of the administrators to fill out the rating forms properly? Why? Why not? What additional actions (if any) do you think will be necessary? No, I think the experts’ recommendations will not sufficient to get most of the administrators to fill out the rating forms properly because: -The administrators might be biased and convince to rate “excellent”. They are difficult to change their performance appraisal. They were afraid that many of their secretaries would leave for attractive jobs in the private sector better salaries than Sweetwater
Background: Rob Winchester is the newly appointed vice president at Sweetwater U and he faced problems after his university career began. Rob’s boss, Sweetwater’s president assigned him the first task of improving the performance appraisal system used to evaluate secretarial and clerical performance. But the main difficulty is the performance appraisal was tied to salary increases given at the end of year. The graphic rating forms which were used to evaluate the clerical staff were not efficient. He decided to change the faulty performance appraisal system which met resistance from administrators and secretaries. So he met two Sweetwater experts who gave him their recommendations to solve the problem. The first recommendation was not to use the graphic rating forms because it didn’t show the good or bad performance clearly. The second recommendation was not to force administrators to rate at least their secretaries as less than excellent. The recommendations were good and made sense but they created problems that made him began wondering what should be the basis of performance appraisal.
1. Do you think that the experts’ recommendations will be sufficient to get most of the administrators to fill out the rating forms properly? Why? Why not? What additional actions (if any) do you think will be necessary? No, I think the experts’ recommendations will not sufficient to get most of the administrators to fill out the rating forms properly because: -The administrators might be biased and convince to rate “excellent”. They are difficult to change their performance appraisal. They were afraid that many of their secretaries would leave for attractive jobs in the private sector better salaries than Sweetwater