by: alessio marchionne, christopher zinck, huixan zhao, steven walton & victoria zed
TRANSCRIPT
Chapter 9 Performance Management and
AppraisalsCase #7:Unequal/Equal
Supervisors
By: Alessio Marchionne, Christopher Zinck, Huixan Zhao, Steven Walton & Victoria Zed
Hubert Johnson, department head for 30 years, two employee’s Harriet Green and Neil White
Harriet has started to slip-up at work
Performance reviews were rated equally
Needs to demote one, can’t choose
Outline
1. How have the inaccurate performance ratings created more problems?
Depending on which candidate he chooses the supervisor may face different HR/Legal Issues.
Promoting Neil: Demotivation of Harriet Loss of HarrietGender-Discrimination complaintAwkward Sit-down with Harriet
Promoting Harriet:Lesser employee filling the positionDemotivation of NeilLoss of Neil
Question #1
2. What HR and legal issues could be raised in this case?
Consider reliability, practicality, fairness and performance standards
He did not consider any of these Elements of a legally defensible
performance appraisal was not followed Unable to perform administrative and
developmental uses of performance appraisals
Question #2
Chapter Case Relation
Identified the lack of effective and justifiable performance appraisals as key issue◦ Negative impact on all parties involved
Could have legal and HR implications◦ Required guidelines were not followed
Recommend reevaluation using multisource approach◦ Potential for redesign of performance management
system Account for similar scenarios
Conclusion
Questions?
Q&A