Page 424 You were so convinced that the new performance appraisal procedures

Page 424 you were so convinced that the new

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annually, appraisals are an important input into pay raise and bonus decisions. Page 424 You were so convinced that the new performance appraisal procedures were highly effective that you hoped your own subordinates would mention them in their feedback to you. And, boy, did they! You were amazed to learn that the managers and their subordinates thought the new BARS scales were unfair, inappropriate, and a waste of time. In fact, the managers’ feedback to you was that their own performance was suffering, based on the 360-degree appraisals they received, because their subordinates hated the new appraisal system and partially blamed their bosses, who were part of management. Some managers even admitted giving all their subordinates approximately the same scores on the scales so their pay raises and bonuses would not be affected by their performance appraisals. You couldn’t believe your eyes when you read these comments. You spent so much time developing what you thought was the ideal rating scale for this group of employees. Evidently, for some unknown reason, they wouldn’t give it a chance. Your ow n supervisor is aware of these complaints and said that it was a top priority for you to fix “this mess” (with the implication that you were responsible for creating it). 1. What are you going to do? Topics for Discussion and Action Action Please include the organization and manager’s name and position for Action 1: 1. Interview a manager in a local organization to determine how that organization recruits and selects employees. [ LO 12-2 ]
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  • Fall '16
  • Dr. Jennifer Welbourne

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