Carefully read the attached image and fill the table at the end of the image thank you
Carefully read the attached image and fill the table at the end of the image thank you
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
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Question
Carefully read the attached image and fill the table at the end of the image thank you
![CASE STUDY 1-3
Distinguishing Performance Management Systems
from Performance Appraisal Systems
What are the differences between a performance appraisal
system and a performance management system? How are the
two systems related to each other? After answering these
questions, consider the following 11 criticisms. Which of the
following criticisms pertain to performance appraisal systems
but not to performance management systems? Which criti-
cisms pertain to both performance appraisal and performance
management systems? Use Xs on the table below to denote
answers. Then, provide an explanation for categorizing the 11
criticisms in the way you did.
months to say something about it. How does that help
next week's performance?"
Criticism 3: "Never make the evaluation a hit-and-run. It
should take the form of a dialogue between the supervi-
sor and subordinate, not an isolated event but rather a
part of performance/career management more generally."
Criticism 4: "A number of years ago, the U.S. Equal
Employment Opportunity Commission (EEOC) created a
"Like Me' task force. Its general conclusion-there was
a human tendency to favor employees who are like the
managers making the employment assessment."
Criticism 1: "(There can be] inconsistency between
comments and scores on an employee's evaluation."
Criticism 2: "The annual performance review is a bad
management tool. To start with, it is not timely. If your
subordinate is deficient in some ways, you wait 11
Criticism 5: "Few managers jump with glee at appraisal
time. When they triage workplace demands, many times
appraisals end up at the bottom. As a result, late
appraisals are often the norm and not the exception.
Chapter 1• Performance Management and Reward Systems in Context
33
Criticism 6: "Because performance is ultimately
measured on a nonstop, continuous basis, managers
may become overwhelmed with cognitive load, paper-
work, and generally more work to do."
Criticism 7: "What's left is the more important
strategic role of raising the reputational and intellec-
tual capital of the company-but HR is, it turns out,
uniquely unsuited for that."
Criticism 9: "Often an employee with substandard
performance is evaluated as meeting expectations or
even better, and the average employee receives an
above-average evaluation."
Criticism 10: "(The process does not involve helping
or making employees] set goals for the future."
Criticism 11: "Coaching can be tricky. When done
wrong, it can be devastating. For example, a coach's
feedback can have detrimental effects if it focuses on
Criticism 8: "Goal-setting, when done wrong, gives the
employee the wrong goals–those, for instance, which are
not aligned with the organization's strategic orientation."
the employee as a whole as opposed to specific work
behaviors at work."
to
to performane
performance appraisal
systems only
management
systems only
performance appraisal and
management systems
Criticisms
1
4.
6
8
9
10
11
Some of theoe ouitiniome uara deiued from the fellouing
a 30) CEOe ehould elri](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2Fd011b0c6-a645-4751-b167-ce54e7f2866e%2Fcc435e85-afe3-405d-bed3-6558e11b5000%2Fdi3vzdq_processed.jpeg&w=3840&q=75)
Transcribed Image Text:CASE STUDY 1-3
Distinguishing Performance Management Systems
from Performance Appraisal Systems
What are the differences between a performance appraisal
system and a performance management system? How are the
two systems related to each other? After answering these
questions, consider the following 11 criticisms. Which of the
following criticisms pertain to performance appraisal systems
but not to performance management systems? Which criti-
cisms pertain to both performance appraisal and performance
management systems? Use Xs on the table below to denote
answers. Then, provide an explanation for categorizing the 11
criticisms in the way you did.
months to say something about it. How does that help
next week's performance?"
Criticism 3: "Never make the evaluation a hit-and-run. It
should take the form of a dialogue between the supervi-
sor and subordinate, not an isolated event but rather a
part of performance/career management more generally."
Criticism 4: "A number of years ago, the U.S. Equal
Employment Opportunity Commission (EEOC) created a
"Like Me' task force. Its general conclusion-there was
a human tendency to favor employees who are like the
managers making the employment assessment."
Criticism 1: "(There can be] inconsistency between
comments and scores on an employee's evaluation."
Criticism 2: "The annual performance review is a bad
management tool. To start with, it is not timely. If your
subordinate is deficient in some ways, you wait 11
Criticism 5: "Few managers jump with glee at appraisal
time. When they triage workplace demands, many times
appraisals end up at the bottom. As a result, late
appraisals are often the norm and not the exception.
Chapter 1• Performance Management and Reward Systems in Context
33
Criticism 6: "Because performance is ultimately
measured on a nonstop, continuous basis, managers
may become overwhelmed with cognitive load, paper-
work, and generally more work to do."
Criticism 7: "What's left is the more important
strategic role of raising the reputational and intellec-
tual capital of the company-but HR is, it turns out,
uniquely unsuited for that."
Criticism 9: "Often an employee with substandard
performance is evaluated as meeting expectations or
even better, and the average employee receives an
above-average evaluation."
Criticism 10: "(The process does not involve helping
or making employees] set goals for the future."
Criticism 11: "Coaching can be tricky. When done
wrong, it can be devastating. For example, a coach's
feedback can have detrimental effects if it focuses on
Criticism 8: "Goal-setting, when done wrong, gives the
employee the wrong goals–those, for instance, which are
not aligned with the organization's strategic orientation."
the employee as a whole as opposed to specific work
behaviors at work."
to
to performane
performance appraisal
systems only
management
systems only
performance appraisal and
management systems
Criticisms
1
4.
6
8
9
10
11
Some of theoe ouitiniome uara deiued from the fellouing
a 30) CEOe ehould elri
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