Chapter 9 Case Study

docx

School

University of Michigan *

*We aren’t endorsed by this school

Course

301

Subject

Management

Date

Apr 3, 2024

Type

docx

Pages

Uploaded by MagistrateKangaroo5038

1. Two items that might affect Margie’s work performance: a. Changes in the work environment: i. The relocation of Margie and all coders from a quiet, individual office space to a central, open concept office with increased noise levels could have significantly impacted her concentration and productivity. The open office environment with dividers may not provide the same level of focus as her previous workspace, which might have led to decreased coding accuracy and efficiency. The noise and distractions in the new workspace could have hindered her ability to concentrate and maintain her previous performance levels. b. Family medical leave: i. Margie’s husband’s health issues and her subsequent six-week family medical leave can also impact her job performance. Dealing with personal concerns and caregiving responsibilities can be emotionally and mentally draining, which can affect her ability to perform at the same level as before. Margie might have had to divide her attention and energy between her work and personal matters during this period, resulting in decreased productivity and potentially impacting the quality of her coding. 2. Three inappropriate occurrences: a. Unprofessional behavior: i. Coding managers behavior during the performance appraisal meeting was unprofessional. She kept Margie waiting outside her office, answered personal phone calls, played music, and checked her emails while Margie was trying to discuss the evaluation. This behavior shows lack of respect and consideration for Margie’s time and concerns. To improve the meeting, the coding manager should have scheduled the meeting at a time when she was not expecting any interruptions and should have given Margie her undivided attention during the discussion. b. Dismissive Attitude: i. Coding manager did not actively engage in the performance appraisal discussion and seemed dismissive of Margie’s concerns. Instead of addressing Margie’s questions and providing explanations for the evaluation, the manager prioritized other tasks. This attitude created a negative and unproductive atmosphere. To improve the meeting, the manager should have actively listened to Margie, addressed her concerns, and provided constructive feedback. c. Defensiveness and dismissal: i. When Margie tried to address the evaluation and express her concerns, the coding manager became defensive and dismissive. To improve this, the manager should be open to constructive discussions, listen to Margie’s perspective, and provide specific example or evidence to support evaluation.

3. Three negative performance appraisal events a. Lack of periodic feedback: i. Margie did not receive any periodic feedback throughout the performance cycle. Regular feedback sessions or check-ins between employees and supervisors throughout the year should be implemented. This can include quarterly or monthly meetings to discuss performance, progress, and areas for improvement. Encourage open communication and set clear expectations. b. Performance review: i. Margie discovered that the evaluation included statistics and performances indicators she has not seen throughout the year. This lack of transparency and communication about her performance metrics can lead to misunderstandings and unjust evaluations. To avoid this, clear and consistent communication regarding performance expectations and metrics should be established at the beginning of the performance cycle. Regular updates on performance progress, including productivity and quality scores, should be provided to ensure employees have a clear understanding of their performance. c. Lack of self-evaluation: i. Margie did not have the opportunity to perform a self-evaluation or request feedback form her peers through a 360-dgree review process. These mechanisms can provide valuable insights into an employee’s performance from different perspectives, encouraging self-reflection and identifying areas for improvement. To prevent the absence of self- evaluations and 360 feedback, the organization should implement a structured process that includes self-assessments and peer evaluations as part of the performance appraisal cycle.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Chapter 9 Case Study

Related Documents