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Please read the case study in the given image and fill the table thank you and a postive response in advance

Please read the case study in the given image and fill the table thank you and a postive response in advance

Practical Management Science
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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Please read the case study in the given image and fill the table thank you and a postive response in advance
Question Aguinis Performance Management 3rd edition. Case study 1-3 Distinguishing Performance Management Systems from Performance Appraisal systems 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 months to say something about it. how does that help next weeks performance? Criticism 3: never make the evaluation a hit and run. it should take the form of a dialogue between the supervisor 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. 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 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. Criticism 6: because performance is ultimately measured on a nonstop, continuous basis, managers may become overwhelmed with cognitive load, paperwork, and generally more work to do. Criticism 7: what'so left is the more important strategic role of raising the reputational and intellectual capital of the company, but HR is, it turns out, uniquely unsuited for that. Criticism 8: goal setting when done wring, gives the employee the wrong goals, those for instance, which are not aligned with the organizations strategic orientation. 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 the employee as a whole as opposed to specific work behaviors at work. Mark X in the appropriate category(s) Criticisms Pertains to performance appraisal systems only. Pertains to performance management only Pertains to both 3 4 5 6 7 8 10 11
Transcribed Image Text:Question Aguinis Performance Management 3rd edition. Case study 1-3 Distinguishing Performance Management Systems from Performance Appraisal systems 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 months to say something about it. how does that help next weeks performance? Criticism 3: never make the evaluation a hit and run. it should take the form of a dialogue between the supervisor 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. 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 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. Criticism 6: because performance is ultimately measured on a nonstop, continuous basis, managers may become overwhelmed with cognitive load, paperwork, and generally more work to do. Criticism 7: what'so left is the more important strategic role of raising the reputational and intellectual capital of the company, but HR is, it turns out, uniquely unsuited for that. Criticism 8: goal setting when done wring, gives the employee the wrong goals, those for instance, which are not aligned with the organizations strategic orientation. 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 the employee as a whole as opposed to specific work behaviors at work. Mark X in the appropriate category(s) Criticisms Pertains to performance appraisal systems only. Pertains to performance management only Pertains to both 3 4 5 6 7 8 10 11
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