B
1. Based on your view of the objectives of performance evaluation, evaluate the perspectives about performance appraisal presented by the managers.
I believe that each manager sees performance evaluation as serving a different purpose. Lynn, incorporates politics into her evaluation and doesn’t score base done today, she incorporates that it will be on the employees permanent record. She also inflated ratings to make an employee feel better about a personal issue. Max admits that accuracy isn’t important to him and that he used it to motivate and reward his employees. Jim states that he gives higher scores if someone just starts working better to keep him working better. Because they all have different views on how to score evaluations, it takes away from their effectiveness. A score of a six from one manager may have been another manager’s score of three. There needs to be a specific rubric and data collected the score reflects appropriately and if any manager evaluates the employee they would get the same score. 2. In your opinion, at what point does “fine-tuning” evaluations become unacceptable distortion?
I think that any kind of fine-tuning is an unacceptable distortion. What if an employee has a score of 5.4. If one manager fine tunes down to a 5 and another fine tunes up to a 6, then these are two separate scores for the same evaluation. This is why I believe that all of the managers need to come together, decide on some basic requirements and scoring systems for evaluations. This way a manager like Tom won’t have to ask about the difference between a five or six and fine tuning scores won’t occur.
3. Assume you are the vice president of human resources at Eckel Industries and that you are aware that fine-tuning evaluations is a prevalent practice among Eckel managers. If you disagree with this perspective, what steps would you take to reduce the practice?
I believe that the best way to reduce fine tuning is to set up a new and improved
I believe that each manager sees performance evaluation as serving a different purpose. Lynn, incorporates politics into her evaluation and doesn’t score base done today, she incorporates that it will be on the employees permanent record. She also inflated ratings to make an employee feel better about a personal issue. Max admits that accuracy isn’t important to him and that he used it to motivate and reward his employees. Jim states that he gives higher scores if someone just starts working better to keep him working better. Because they all have different views on how to score evaluations, it takes away from their effectiveness. A score of a six from one manager may have been another manager’s score of three. There needs to be a specific rubric and data collected the score reflects appropriately and if any manager evaluates the employee they would get the same score. 2. In your opinion, at what point does “fine-tuning” evaluations become unacceptable distortion?
I think that any kind of fine-tuning is an unacceptable distortion. What if an employee has a score of 5.4. If one manager fine tunes down to a 5 and another fine tunes up to a 6, then these are two separate scores for the same evaluation. This is why I believe that all of the managers need to come together, decide on some basic requirements and scoring systems for evaluations. This way a manager like Tom won’t have to ask about the difference between a five or six and fine tuning scores won’t occur.
3. Assume you are the vice president of human resources at Eckel Industries and that you are aware that fine-tuning evaluations is a prevalent practice among Eckel managers. If you disagree with this perspective, what steps would you take to reduce the practice?
I believe that the best way to reduce fine tuning is to set up a new and improved