1. From Sweeny Electronics' standpoint, what difficulties might Nakeisha's performance appraisal practices create?2. What can Nakeisha do now to diminish the negative impact of her evaluation of Bill? As the production supervisor for Sweeny Electronics, Nakeisha Joseph was generally wellregarded by most of her subordinates. Nakeisha was an easygoing individual who tried to helpher employees in any way she could. If a worker needed a small loan until payday, she would diginto her pocket with no questions asked. Should an employee need some time off to attend to apersonal problem, Nakeisha would not dock the individual's pay; rather, she would take up theslack herself until the worker returned.Everything had been going smoothly, at least until the last performance appraisal period. Oneof Nakeisha's workers, Bill Overstreet, had been experiencing a large number of personalproblems for the past year. Bill's wife had been sick much of the time, and her medical expenseswere high. Bill's son had a speech impediment, and the doctors had recommended a specialclinic. Bill, who had already borrowed the limit the bank would loan, had become upset anddespondent over his circumstances.When it was time for Bill's annual performance appraisal, Nakeisha decided she was going todo as much as possible to help him. Although Bill could not be considered more than an averageworker, Nakeisha rated him outstanding in virtually every category. Because the firm's com-pensation system was heavily tied to performance appraisal, Bill would be eligible for a meritincrease of 10 percent in addition to a regular cost-of-living raise.Nakeisha explained to Bill why she was giving him such high ratings, and Bill acknowl-edged that his performance had really been no better than average. Bill was very grateful andexpressed this to Nakeisha. As Bill left the office, he was excitedly looking forward to tellinghis work buddies about what a wonderful boss he had. Seeing Bill smile as he left gaveNakeisha warm feeling.Questions1. From Sweeny Electronics' standpoint, what difficulties might Nakeisha's performanceappraisal practices create?2. What can Nakeisha do now to diminish the negative impact of her evaluation of Bill?

"The solution has been provided in a generalized manner".Nakeisha Joseph, the production supervisor…

1. From Sweeny Electronics' standpoint, what difficulties might Nakeisha's performance appraisal practices create? 2. What can Nakeisha do now to diminish the negative impact of her evaluation of Bill?

1. From Sweeny Electronics' standpoint, what difficulties might Nakeisha's performance appraisal practices create? 2. What can Nakeisha do now to diminish the negative impact of her evaluation of Bill?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter12: Managing Human Talent

Section: Chapter Questions

Problem 2ED

See similar textbooks

Similar questions

Avondale Industries’ training director conducted an employee survey and found that employees in several departments lacked trust and confidence in their supervisors. The director arranged for training of these supervisors to help them strengthen their interpersonal, communication, conflict resolution, and problem-solving skills. Why is it in the best interest of the organization to help its supervisors improve their performance and gain the trust and confidence of their direct reports? Helping individuals improve their performance through training helps the organization reach its strategic goals. Training supervisors to be more trustworthy will help them relate more effectively with their employees and encourage better communication. Providing training for individuals that focuses on improving skills allows employees to develop competencies for future jobs. Improving relationships between employees is an essential role for the training and development office and…
3. Mr. Respicio is the unit head of the finance department. He noticed that one of his disbursing officers, Paul has been habitually coming to the office 5-10 minutes late. Mr. Respicio tolerated him at first, but when he noticed this somehow affected his performance, he gave him a memo on his habitual tardiness. Paul showed improvement the following days, but was late again after a week. A. What is the flow of communication between Mr. Respicio and Paul? Support your answer. B. If you were Mr. Respicio, what will you do next? How will you communicate to Paul? What do about his behavior? you think
Assume you have a job interview next Tuesday. You have been informed that the interview process will take almost all day. You realize that you will not be able to make it to your work next Tuesday at your current job. How do you proceed with your current employer? 1. Should you tell the truth? If so, would your current job be in jeopardy? Would your employer think you are disloyal and, as a result, not consider you in the future for a raise or promotion? 2. Should you lie? For example, you could tell your current employer that you need the day off because you have to go to the doctor. 3. Should you just wait until Tuesday morning and “call in sick”? Which of these alternatives are legal? Which are ethical? Are you influenced most by the formalist approach (basically mandates that a person should act in a manner that he or she believes that everyone should act) or consequentialist approach (focuses on the consequences of the action rather than the action itself) to ethical…
Before Human Resources is able to draft an appropriate and qualified job description, the job itself must be analyzed to that the proper qualifications are matched to the proper job requirements and you do not hire someone under-qualified for the position.Continue with your previous research of the company used in the individual project.Discuss how you would begin the job analysis of the position.Identify at least 2 areas where the employer would want to make sure that the person used to fill the position has the qualifications to provide the best services to the companyâ€™s clients.
Your employment contract does not stipulate whether you are an at-will employee or not. You are most likely: 18 An at-will employee anyway 21 OA contractual-term employee 24 A fully vested employee -- 27 O Without a classification, until you clarify with your supervisor --
Frank is a twenty year employee of Acme Corporation. He has been a satisfactory performer and hasn’t had any disciplinary issues. Acme is a manufacturing company, and the employees are allowed to take home (at no cost) scrap metal left over from the production process if they get their supervisor’s approval. You are Acme’s HR Director. You get a text from an unidentified number with a link attached to it. You open the link and there is a photo of Frank standing in front a barn with a fence on the left side of the photo. There is a caption at the bottom of the photo which says: Frank’s new farm, fencing courtesy of Acme Corporation. You enlarge the photo and see that the metal fence posts look like posts the Acme makes. As you’re considering how to respond, you get a follow up text with an address identified as the location of Frank’s farm. You drive by the farm and see the Acme logo on the posts. You bring Frank in for an investigatory meeting and he is rather adamant that the fence…
After spending several weeks on the job, Jennifer was surprised to discover that her father, Jack, the owner of Carter cleaning company, has not formally evaluated any employees performance for all the years that he had owned the business. Jack's position was that he had "100 higher priority things to attend to, and "such as boosting sales and lowering cost, and, in any case, many employees didn't stick around long enough to be appraisable anyway. Furthermore, contended Jack, manual workers such as those doing the pressing and the cleaning did periodically get positive feedback in terms of praise from Jack for a job well done, or criticism, also from Jack, if things did not look right during one of his swing through the stores. Similarly, Jack was never shy about telling his managers about store problems so that they, too, got some feedback on where they stood. This informal feedback notwithstanding, Jennifer believes that a more formal appraisal approach is required. She believes that…
After spending several weeks on the job, Jennifer was surprised to discover that her father, Jack, the owner of Carter cleaning company, has not formally evaluated any employees performance for all the years that he had owned the business. Jack's position was that he had "100 higher priority things to attend to, and "such as boosting sales and lowering cost, and, in any case, many employees didn't stick around long enough to be appraisable anyway. Furthermore, contended Jack, manual workers such as those doing the pressing and the cleaning did periodically get positive feedback in terms of praise from Jack for a job well done, or criticism, also from Jack, if things did not look right during one of his swing through the stores. Similarly, Jack was never shy about telling his managers about store problems so that they, too, got some feedback on where they stood. This informal feedback notwithstanding, Jennifer believes that a more formal appraisal approach is required. She believes that…
When Ken comes home from work one day, his neighbor Nick is waiting for him. "Your lawn is a mess," says Nick, "and you really should do something about it." Ken says, "I'm going on vacation tomorrow. Can you get someone to do a nice job on the lawn for me?" Nick says, "Sure." Nick hires Carlos, a professional landscaper, to fix up Ken's lawn and yard. When Ken returns, Carlos presents him with a bill, which was a reasonable amount. Ken says that he never authorized Nick to promise that Ken would pay this amount. Is Ken obligated to pay Carlos? Yes, because of Nick's express authority. Yes, because of Nick's incidental authority. Yes, because of Nick's ratification authority. O Yes, because of Nick's estoppel authority.
Blake is the Human Resources manager for a correctional facility. What is one task that Blake might have as part of his job? O looking over the costs of new supplies for the facility O mediating a dispute between two employees (mediating means to help both sides come to an agreement) O organizing the outdoor video surveillance of the facility O confirming appointments for the director of the facility Nex
FACTS: Miss Joan Santos, a computer programmer in Mannadel Corporation for more than six (6) years now, was discussing her salary situation with Mr. Roderick Santiago, her manager. Miss Joan was unhappy because she did not receive any salary increase from ten to fifteen percent. Miss Joan’s performance has been considered very satisfactory for the last five (5) years and previous to this she got very substantial increases in salary due to the important programs that she made for the corporation related to accounting and personnel matters. She made a lot of improvements in the purchasing systems and systematized inventory records in materials management. The management had recently started a comprehensive job evaluation program and some positions are aligned within the salary grade approved by the management committee, where Mr. Roderick Santiago is also a member. Mr. Santiago explained to Joan that her salary was already way above the salary grade for the position evaluated and…
FACTS: Miss Joan Santos, a computer programmer in Mannadel Corporation for more than six (6) years now, was discussing her salary situation with Mr. Roderick Santiago, her manager. Miss Joan was unhappy because she did not receive any salary increase from ten to fifteen percent. Miss Joan’s performance has been considered very satisfactory for the last five (5) years and previous to this she got very substantial increases in salary due to the important programs that she made for the corporation related to accounting and personnel matters. She made a lot of improvements in the purchasing systems and systematized inventory records in materials management. The management had recently started a comprehensive job evaluation program and some positions are aligned within the salary grade approved by the management committee, where Mr. Roderick Santiago is also a member. Mr. Santiago explained to Joan that her salary was already way above the salary grade for the position evaluated and…