fter spending several weeks on the job, Suhana was surprised to discover that her father had not formally evaluated any employee's performance for all the years that he had owned the business. Her father, Sanjeev's position was that he had "a hundred higher-priority things to attend to," such as boosting sales and lowering costs, and, in any case, many employees didn't stick around long enough to be appraisable anyway. Furthermore, contended Sanjeev, manual workers such as those doing the pressing and the cleaning did periodically get positive feedback in terms of praise from Sanjeev for a job well done, or criticism, also from Sanjeev, if things did not look right during one of his swings through the stores. Similarly, Sanjeev 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, Suhana believes that a more formal appraisal approach is required. She believes that there are criteria such as quality, quantity, attendance, and punctuality that should be evaluated periodically even if a worker is paid on piece rate. Furthermore, she feels quite strongly that the managers need to have a list of quality standards for matters such as store cleanliness, efficiency, safety, and adherence to budget on which they know they are to be formally evaluated. design a performance appraisal method for the workers of the store. design a performance appraisal method for the manager in each store
After spending several weeks on the job, Suhana was surprised to discover that her father had not formally evaluated any
employee's performance for all the years that he had owned the business. Her father, Sanjeev's position was that he had
"a hundred higher-priority things to attend to," such as boosting sales and lowering costs, and, in any case, many
employees didn't stick around long enough to be appraisable anyway.
Furthermore, contended Sanjeev, manual workers such as those doing the pressing and the cleaning did periodically get
positive feedback in terms of praise from Sanjeev for a job well done, or criticism, also from Sanjeev, if things did not look
right during one of his swings through the stores. Similarly, Sanjeev 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, Suhana believes that a more formal appraisal approach is required. She believes
that there are criteria such as quality, quantity, attendance, and punctuality that should be evaluated periodically even if a
worker is paid on piece rate. Furthermore, she feels quite strongly that the managers need to have a list of quality
standards for matters such as store cleanliness, efficiency, safety, and adherence to budget on which they know they are to
be formally evaluated.
design a performance appraisal method for the workers of the store.
design a performance appraisal method for the manager in each store.
Step by step
Solved in 3 steps