tranining,reward0001

8/13/2019 Tranining,Reward0001

1/13

MPLOY NVOLV M NT

Team is too large The organization lacks methods for involving people in wayother than team membership .

Trapped in groupthink Tealll members all have a mind-set that no actions are takenuntil everyone agreeS with every decision.

With a knowledge of these barriers, management can evaluate their own performanceand take the necessary corrective actiQIi.to support team progress.

TrainingTraining is essential for an effective team. The quality council must take an active rolein establishing training programs. Large organizations spend thousands of dollarS inteam training. For instance, the Tennessee plants of Saturn and Nissan spent large sumsof money in training before they ever produced a vehicle. This large investment has itspayoffs. Motorola, lnc. estiniates that it earns 30 for every dollar invested in employeetraining. A recent study of small to mid-sized manufacturing firms found a significantpositive relationship between company perfo~ance, as measured by profitability, andquality management training.35 .

'The training must be experimental, because the trainees will retain 20% of what theyhear and about 90% of what they do. Training shonld be practical and given on an asneeded basis. When possible, role-playing and case studies should be used. Trainersshould be carefully selected for their knowledge, enthusiasm, and respect from thetrainees.

Credibility must be established early. The team members should feel comfortable,)Vith the trlriner and the program that has been developed. A clear picture of the objectiyesand how each member will benefit must be in place. The trainees should be encouraged to express their thoughts about the training program. Team leaders Bhould bereceptive to suggestions and make changes where warranted. Employees are much morelikely to support a program that they helped devel


2/1336Snee, Ronald D., Make the View Worth the Climb, Q, a/;h rngress (Nnvember 2(01): 58-61.

X X XX X X

OtherMiddleManagers Specialists Facilitators

lengths of time tha~ ether~ Training programs fail for many different reasons, butthey:primarily fail because the f0cas is usually on tnc: training itself and not on helping the:organization improve in a real and measurable way.36 To be efficient for the teammembers and the organization, training should be acJion oriented so that results can~be obtained right away. Depending on an individual's position in the organization, Juran suggests different types of training in quality, as Table 4-2 suggests.

Team leaders play an important role in team building. There is a difference between being a supervisor and a team leader. Supervisors who become team leaderswill experience a different situation than what they were accustomed to as supervisors. Team leaders share their responsibijities with other team members. They giveteam members a chance to succeed on their ('wn. The team leader must be aware ofthe 85/15 rule, which means that 85 of the problems are part of the system. To be agood team leader requires specific training. Courses from local colleges in human rela'tions, motivation, conflict resolution, communications, and related matters are recommended. Some organizations provide on-site training in these areas. Consultantsare also available for this type of training. A well-trained team leader can help ineffective team members improve, but team members usually cannot help an ineffectiveteam leader.

TABLE 4-2Who eeds to Receive uality Training

t CHAPTER 4

Topuality Managementanagers XmanagementXXX XX

x x xx x xx x xx x x

xQuality in Functional Areas X X XMotivation for ~uality X X X XReproduced, with permission, from 1. M. Juran ed., Quality Control Handbook 4th ed., New York: McGraw-Hili, 1988 .


3/13

MPLOY NVOLV M NT US

:Suggestion systems are designed to provide the individual wIth the opportunity to be;Involved by coIitributing to the organization. Most of the ideas r continuous im-lJjJfovement will come from the team approach. However, once the foundation r ar~tQM organization has been established, a suggestion system can operate effectivelyt~ and in parallel to the team approach. The key to an effective system is management

-,j commitment. Management must make it easy remployees to suggest improvements.Management should ther review them promptly and if feasible, implement thein.Stimulating and encouraging employee participation starts the creative process.There are five ground rules:

I-. Be progressive by regularly asking your employees for suggestions. Merely putting up a suggestion box will not create the necessary motivation.

Remove fear by focusing on the process and not on the person. When employees,know that punitive actions will not occur, they are more likely to respond.

3 Simplify the process so it is easy to participate: Stamp out superfluous paperwork, review, and procedures.

4 Respond quickly to suggestions and within a specific period of time. The evaluation process must be simple and effective. The response, in writing, has threepossible responses-acceptance, rejection, pr:referraI to a colnrnittee for furtherevaluation. If accepted, a time frame for implementation should be given; if rejected, the reason for the rejection should.be stated; and if referred to a committee, the evllluation time should be stated ..

5 Reward the idea with published recognition so that everyone knows the value ofthe contribution.Individual ideas are a vast untapped resource. The five-step approach helps to create

an environment that opens communication between employees and managers. Idea generation is a skill that requires practice. It supplements the team process.

Recognition is a fOim of employee motivation in which the organization publicly acknowledges the positive. contributions an individual or team has made to the successof the organization. This acknowledgment is delivered using verbal and written praiseand may include symbolic items such as certificates and plaques. Reward is somethingtangible such as theater tickets, dinner for two, Of a cash award to promote desirable


4/13

Z6 CHAPTER

behavior. Recognition and reward go together to form a system for letting people kthey are valuable members of the organization.Employees should be involved in the planning and implementation of the reco

tion and reward program. This activity should be performed by a cross-functionalthat represents all areas of the organization. Systems that are developed with emplinvolvement will mosllikely succeed. It should be fully understood by the emploand reviewed periodically in order to continuously improve the system and be,priorities-either the employee's or the organization's-may change. In addition.system should be simple. Employee~ should be involved with the manager and sotimes the customer and supplier in the nomination and selection of the individualsteams to be recognized and rewarded. Criteria for selection can utilize som,e of thformation discussed in the section on appraisal.

The system that is developed by the team must have clear recognition criteria.cies and procedures must be cons stently and fairly applied throughout the organizaThe system should be structured to avoid ranking individuals, because ranking fothe counterproductive notion that there are winners and losers. Recognition shoulvalid, genuine, and meaningful for the giver and the recipient; it should not be usemanipulate people. The organization should recognize effort as well as easy-to-mearesults. Recognition should not be based primarily on chance, which frequently ocin employee-of-the-month programs.

The system should be so developed that monetary reward is not a substitute for cpensation, While the reward may be delayed until an appropriate time, the recognshould be on a timely basis. Rewards should be appropriate to the improvement levthe greater the improvement, the greater the reward. They should be of value-a cocup does not provide much incentive to improve performance, especially when ththe third cup awarded to the employee and everyone else has two. It is also desirablethe employee to select the form of the reward from various alternatives.311

People like to be.recognized, either as a team or individually. A person's feelinachievement, value '0 the organization, knowing the organization cares, and hapeer recognition may be more important than arty reward. In addition to the plaquframed certificate given at a formal banquet, or informal pizza party, there are 0forms of individual and team recognition. Other forms of recognition include picon the bulletin board, articles in newsletters or newspapers, letters to families, maa presentation to management, passing along comp'liments from others, personal phcalls or notes, placing positive notes in folders, and increased responsibility. Supesors can also informally use the power of recognition by giving on-the-spot praisea job well done whenever it is earned.

There are many different forms of individual and team rewards. Individual rewinclude a better parking space, dinner out, gift certificates, gift to charity in the namthe recipient, washing an employee's car during the lunch hour, trips, and event tick


5/13

,trinsic Rewafds

EMPLOYEE INVOLVEMENT 7

Profit sharing Gainsharing Employment seqJrity Compensation time Individual based performance systems Quality based performance appraisals

TABLE 4-3 fhctIve R PnIctIces trinsic Rewards

Non-monetary fonns of recognition toacknowledge achievement of qualityimprovement goals

Celebrations to acknowledge achievementof quality improvement goals

Regular expressions of appreciation bymanagers and leaders to employees toacknowledge achievement of qualityimprqvement goals

360 degree perfonnance appraisalsfeedback from co-workers (other than theimmediate supervisor), subordinates orcustomElrsis incorporated into performanceappraisals

Formal suggestion system available forindividuals to make quality improvementsuggestions

Developmental based performance appraisals Quality based promotions ,~Reproduced, with permission, from Richard S. Allen and Ralph H. Kilmann, How Well Does YourReward System Support TQM? uality rogress (December 1998): 47-51.

to name a few. Group rewards are simllar and can also include an outing such as a ballgame, bowling, and movies; group lunch or dinner; allowing the team ~omake some decisions affecting their work or allowing the team to spend their reward earnings to improve their work environment. Cash awards are also effective motivatorS for individualand team awards. Gainsh~g is discussed next in this chapter. A survey of 1 ) )organizations found the following intrinsic those related to feelings of accomplishment orself-worth) and extriitsic those related to pay.or compensation issues) reward practicesto be effective in their companies in supporting their TQM practices, as described inTable 4-3. Many ~rganizations have periodi~ celebration banquets where awards are pre-sented to individuals or teams.39 i

To sumrilanze, an effective recognition and reward system:1.. Serves as a continual reminder that the organization regards quality and produc

tivity as important.


6/13

28 CHAPTER2. Offers the organization a visible technique to thank high achievers for outstan,

ing performance.3. Provides employees a specific goal to work toward. It motivates them to improv,

the process.4. Boosts morale in the work environment by creating a healthy sense of competi_tion among individuals and teams seeking recognition.

lnsh ring ainsharing is a financial reward and recognition system that results from improved organizational performance. It is different than profitsharing, in which the stockholders~share a portion of the year-end profits with salaried and occasionally hourly employees. 1Gainsharing is based on the philosophy that people and teamwork are the keys to success. Because organizational sllccess is dependent on team effort, the team shares in therewards of success. Thus, gainsharing is a measurement of organizational productivity .and a method to share productivity gains.

There are many different variations to the technique. We will illustrate the basic approach: This particular method utilizes labor costs and potential sales income for the cal-'culations and is based on four-week periods; however, calculations are made on a,weekly basis. At the end of the week, the leam performance is calculated based on po~tential sales income from the week's production less rejections and outsourcing costs. '

- Financial data shows that labor costs are a certain percentage of sales income, and thisvalue multiplied by the income gives the team goal Team cost is the sum of all laborcosts for the week including fringe benefits. The gain or loss is the difference betwe.enthe team cost and the team goal. For example:

Potential income 535,000Labor cost as a percent of sales = 27Team goal = 535,000X 0.27 = 144,450Actual team cost = 138,365Gain = 144,450 - 138,365 6,085Payments are usually made every four weeks, thereby providing motivational reinforcement.They are separate from the regular paycheck. Every four weeks gainsharing

meetingsare heldto review the calculations, evaluate the performance, and discuss waysto make additional gains. Distribution of the gain can be to hourly personnel or to bothsalaryandhourlypersonnel. It should be prorated by the employees' regular weekly earn-ingsfor four weeks.In other words, the gainsharing amOUritfor an employee is the ratioof his four weeks earnings divided by the four weeks earnings of all employees in theplan.This ratio is multipliedby the gain. There are two types of perfomlance strategies-


7/13

EMPLOYEE INVOLVEMENT 9

fiI1ancialperformance medbure as illustrated by the example or physical performan~measure such as pieces, weight, or volume.- One of the key issues is the amount of the gains. Organizations distribute between30% and 100%, with 50% appearing to be equitable.

Another issue is the baseline determination, which in the example was 27%. Thebaseline can be based on historical information or, ifunavailable, targeted information.It should be changed several times a year, using ~weighted average, so that gains are forrecent improvements rather than old ones. The baseline may also need to be adjusted for

. capital improvements or changes in mix.Varian X-Ray Thbe uses a simple gainsharing system to improve their yield. A poolis established by adding 125 for each good tube produced, subtracting 500 for eachbad tube produced, and subtracting each bad tube returned from the customer. At the endI)f each quarter the money is divided equally among everyone in the production cyclewho influenced quality.40Texas Nameplate Company started a gainsharing plan around1997 when their defect rate was 3.7% (excellent compared to the industry aVerage of10%). Regardless of position or years with the company, all employees get the sameshare of the quarterly gain-sharing payout. By the end of 1997, employees reduced nonconf6nnance~ to 1%,41

Gainsharing is an excellent motivational tool that improves quality, productivity, and,of course, the bottom line.

The purpose of perfonnance appraisals is to let employees know how they are doing,and provide a basis for promotions, salary increases, counseling, and other pwposes re-

l. lated to an employee's future. There should be a good relationship between the employeeand the appraiser. Employees should be made aware of the appraisal process, what isevaluated, and how often. Employees should be told how they are doing on a continuous basis, not just at appraisal time. The appraisal should point out strengths and weaknesses as well as how performance can be improved. Common appraisal formats areshown in Table 4-4.'

Performance appraisals may be for the team or individuals. Regardless of the system,a key factor in a successful performance appraisal is employee involvement. An. employee should,always be given the opportunity to comment on the evaluation, to includeprotesting, if desired. Performance must be bas.ed on standards that are developed andagreed upon by the appraisor'and employee. Standards normally contain an ideal lc;vel

40Robert H. Kluge, An Incentive Compensation Plan With an Eye on Quality, uality rogress (December1996): 65-{j8. 1Stratton .Brad, ''Texas Nameplate Company: All You Need IS Trusl, uality rogress (October 1998):


8/13

CHAPTER 4

TABLE 4-4ppraisal orIIIatsype escriptionRankingNarrativeGraphic

Forced choice

Compares employeesby ranking from highest to lowest.Gives a written description of employee s strengths and weaknesses.Indicates the major duties performed by the employee and rates eachduty with a scale,which is usually from 1 (poor) to 5 (excellent).Placeseach employeein a category with a predetermined percentagfor example, excellent(10 ), very good (25 ), good (30 ), fair(25 ), and poor (10 ).

and an acceptable level. Standards should change when the situation changes, such aswhen equipment changes or new production techniques are developed.

P~rformance appraisals should be viewed as a positive way to get employees involved. Many supervisors look at appraisals as one of the unpleasant duties they mustperform. Yet, if employees have been adequately interviewed as a part of the hiringprocess, properly trained, given lielp when needed, and counseled, then their per-'formance will be a reflection on how well those tasks' were performed. Performanceappraisals also can be a pleasant duty for supervisors ~nd can reveal how effective theiemployee is in contributing to the success of the organization ... Every effort should be made to avoid errors in performance evaluations. Culture,ethics, education level, and predetennined opinions can affect evaluations. It would beunfair indeed to rendera poor rating based on bias or anything except how the employeehas perfonned ba~edon established standards. An unfair evaluation could cost the organization a valuableemployee..The traditionalperformance appraisal system has been criticized as being counterproductiveand unnecessary by suchquality experts as Deming and Scholtes. There area numberof argumentsto support theiropinion.Appraisals nourish short-term performance and destroy long-term planning. Frequently,long-termgains are sacrificedby making the individual look good in the shortterm.This outlook is especially prevalent when we look at the emphasis on the quarterly profit and loss statement. Another criticism states that individual appraisal destroysteamwork.Ifteams are to becomea cohesive unit of all for one and one for all,thenindividual rankingwould undermine the entire concept. The end resuk would bea teamthat performspoorer, not :letter.A third concern is the assumption that an individualis responsiblefor all results. In reality, the results are frequently beyond an individual'scontrol.suchasprocesses andequipment. Deming has stated that 85% of the


9/13

EMPLOYEE INVOLVEMENT

JibQwever, it is difficult to measure some attributes such as customer satisfaction. Ieadership.42

Rather than scrap performance appraisals, a number of practitioners have~gCstedthat the performance appraisal sy.stem be improved. Some improvement.gestions are:

1. Use rating scales that havefew rating categaries. It is difficult to differentiatmiddle range of performers (approximately 67 ), whereas it is relatively easy to ra10 to 20 at each end. Therefore, scales should be limited to between 3 and 5.

. 2. Require wark team 'Orgroup evaluatians that are at least equal in emphas. ,iTJdividuql-facused evaluatians. The increased interdependence of tasks assoc

~4' ,. with TQM in the workplace dictates that team performance be utilized. This at will encourage team members to help, support, and cooperate with each other .i-,t:.).3. Require more frequent perfarmaru:e reviews where such reviews will have a

inant emphasis anfuture perfarmance planning. Work team and individual perform,data should be collected and reviewed with an evaluation of results and lessons leaIt may be necessary io have two reviewHne immediately after completion of theand one when the performance cycle of the task allows evaluation of results. More

. quent reviews with emphasis on improvement is much less tiu:eatening than the anappraisal.4. PT'(}motiandecisians shauld be made by an independent administrative pro

that draws on current-jab infarmatian and potential far the neW jab. Placing too m:,weight on current performance in the selection process can force well-intentioned.; praisers to make a poor decision. For example, the highest performing teller in a~:inay notbe the best' person to be promoted to loan officer.43. ~. .. _. _.. 5~ lru:lude indexes 'Ofexte17l(l1customer satisfactian {nJhe appraisal-proces.s. I

'. del' toaccomplis~ this process, the customers and their requirements will need t. identified, performance metrics determilied using a rating scale, and the improvemprOcess inj.tiated. Evaluation will be based on the change in the metiics once the bline has been established. . ,)' 6. ,.Usep~er and suJ?ordinatefeedback as an index qfintemal custamer satisfactInitiation of this activity would be similar to the previous item.

7. lru:ludeevallUltionfor process improvement in addition ta result~.Process beior tends to be more within the person's control. One of the basic concepts of TQ


10/13

Z CHAPTERappraised.There is frequently a lag between process imr:~yefi m and the resultsthat improvement.44

Despite Deming's reservations, performance appraisal:, Cl:nreinforce TQM Conprovided these suggestions are implemented where apprc)riate.

Unions and mployee InvolvementIn general, unions support quality improvement programs but express concern reging management exercising too much control over employees. Union representatimustbeinvolved in any program involving employees. Although employee involve:has been widely accepted, it could be a problem if not properly addressed. In some;stanceswheremanagement takes too much control over employee involvement, it eo:be a violation of the National Labor Relations Act (NLRA) of 1935. Some have arguthat a law passed to serve a good purpose in 1935 may not be appropriate for toda}problems.However, unless the NLRA is amended, it is in the best interest of managment to be sure actions taken will not violate the NLRA.

Teamsshould not discuss wages, rates of pay, hours of employment, or conditionswcrk. In some cases, these limitations will adversely effect the team's objective.45

Both management and unions must examine long-held views of what constituteproper union-management relationships. Desire for unilateral power must be chang'to shared power for the benefit of employees and the organization. A joint proeesof determining how best to proceed to effectively meet the competition, especiallfrom foreign organizations, is the only sensible solution. Management must reeonize and respect the unique role unions play in employee involvement: A feeling 0trust must be established and a partnership developed between management and thunion.

Therearetwoways in which'unions and management have chosen to deal with the implementationof employee involvement in an organization. Some have chosen to work coperatively,giving unions membership on quality councils and having them participafullyinplanning,implementation, and evaluation of the entire effort. Others have adoptethe more traditional mode of bargaining the impact and implementation actions affecingthose in the improvement team. Each approach presents benefits and potential ri~kUnioninvolvementimproves the continuous improvement process; however, union leaership runs the risk of criticism from other members if it is perceived as working tocloselywithmanagement. The nature of the relationship will be determined by the back

.44Allan 1. Weber, Making Perfonnance Appraisals Consistent With a Quality Environment, uality ige


11/13

MPLOY INVOLV M NT Iground and history or the labor-management relations in the organization and the williness of the union to participate. Ideally, the leadership of the organization will seek eaInvolvement of the union and make the nature of the involvement as specific as ~ssible.

An example of union-management cooperation is illustrated by the collective bgaining agreement between the United Auto Workers and Ford Motor Company. It pvides for joint leadership in the quality improvement effort by joint committees atcorporate: division, and facility levels. These committees have the authority of the ctract to plan, implem:lnt, evaluate, lIlJdexpand quality systems as needed. Many ornizations caD.provide evidence that ~eir successful quality systems can be attributedthe unions. Unions will grow jf ~ey are seen as a superior way to support democracythe workplace and improve the performance of the organization.47

efits of mployee nvolvementInvolving employees, empowering theIl).,and bringing thetn into the decision-makinprocess provides the opportunity for continuous procesS.improvement. The untappideas, innovations, and creative thoughts of employees can make the difference betwesuccesS and failure. Competition is so fierce that. it would be unwise not t~ use evavailable tool. -

Employee involvement improves quality an~ increases productivity, because Employees make better decisions using their expert knowledge of the process. Employees are more likely to implement and support decisions they had a part

making. fmployees are better able to spot and pinpoint areas for improvement. Employees are better able t take immediate corrective action. EIY-ployeeinvolvement reduces labor/management friction by encouraging mo

effective communication and cooperation. Employee involvement increases moraIeby creating a feeling of belonging to t

organization. Employees are better able to acceptchange because they control the work:environme Employees have ~ increased.commifmentto unit goals because they are involve

46 Federal Quality Institute, Employee Involvement and Quality MlJ1I lgement in the Federal Government J1993.Sidney P. Rubinstein, Dt;mbcracy and Quality as an Integrated SyStem, Quality Progres; September1~9~):,51-55.


12/13

IVI xemplary Organization~ered in San,Antonio, TX, Clarke American provides a wide range of products and services to financial services partners across the United States. Products in

clude personalized checks, checkbooks, checking account and bill-paying accessories,and fin'ancial forms. Services include customer contact calf centers and e-commerceand direct response marketing solution~on behalf of their partners. The company hasabout 3,200 associates in its headquarters and at 17 manufacturing facilities and sixcustomer contact call centers located in 15states.ClarkeAmerican'sKeyLeadershipTeaD utilizes a goal deployment process to communicate and deployvalues, directions, and performance expectations throughout thecompany. All associatesreceive company updates through weekly, monthly, quarterly,and annual meetings.Clar~eAmerican's eight values are: Customer First, Integrity andMutual Respect,KnowledgeSharing, Measurement, Quality Workplace, Recognition,Responsiveness, and Teamwork. Customer satisfaction of its business products hasconsistently been above96% since 1999 and reached 98% for September 2001, outperformingthebankingindustryaverageof90%. Since 1995, revenue per' associate hasincreased to $148,600,an 84% improvement.

Malcolm Baldrige National Quality Award. 2001 Manufacturing Category Recipient. NISTlBaldrige

CH PTERJ4~I clclitional Comments

Employee involvement should n~t be looked at as. a fad that will go away soon. It isway of life, crucial to TQM, and It can mean ~e dIfference between being competitiveand going out of business. Employees, not semor management, hold the future in the~hands. The sign over the plant entrance that says, Through these doors pass Ourmosimportant asset, our employees does not.ring true when employees have a feeling thano one re.allycares. More involvement rtnght be encouraged by the sign No one of Uknows as much as all of us.As the organizational culture beginsthe process of change, resistance to this changewil1 certainly be present. Keeping ~ople inf~rmed will reduce resistance, especiallywhen they see the benefits. Change ISan ongomg process that must occur if an organi_zation is to continue to exist in the competitive world. People do not necessarily resistchange; they resist being changed. and problems arjse when a person's comfort zone isdisturbed. -Much of the information in this chapter has related to the role of management. How-ever, we must not overlook the role of the work force. Workers must become knowledgeable about the needs of the customer and nominate quality problems for solution.In addition, workers must know what they are supposed to do and how they are doingand have a commitment to improving their job.


13/13

MPLOY NVOLV M NT sIv The S~TAR. (Suggestions,Teams, Actions, Results) Program, initiated in 1995, allows liSsociates to capture, implement, and share proCess improvements made to their

work areas. Clarke American has implemented six S.TAR. ideas per associate for 200 IYear~to-date,which exceeds both the average level reported by the Employee InvolvementAssociation and the performiulce of a recent Baldrige winner. S.T.A.R. ideas implementation rates have increased from below 20 in 1995to 70 , or over 20,000 ideasunpleinented for 2001 year-to-date. \ .Clarke American's overall associate satisfaction has improved from 72 in 1994 to84 in 2000 and exceeds outside industry comparisons with two Baldrige Award recipients, Associate survey participation reached 96 in 2000, comparable to .the world~class benchmark.

Clarke ~erican uses a variety of methOds to deliver traiilingand education to its associates, including classroom teaching, individual coaching, and web- and computerbased training. Clarke American's 76.1 training hours per associate in 2000 exceeded theAmerican Society for Training and Development Best in Class level of 60. The company's Team Excellence program (an award program for high performing teams) is responsible for over 15 million in cost reductions and 103 nullion in revenue growthfrom 1996 to 2000.

Manufacturing Cycle Tune (in-plant production time) has improved by over 44since 1995 and is under 18 hours for 2001 year-to-date. Manufacturing units per hourhas improved over 150 since 1991, increasing from 10 to 26. Manufacturing cost perunit hlis improved 15 since 1995. Levels ofintemal errors have decreased 55 since1995 and meet ln usry eek magazine's aver-agefor best plants.

1. As a supervisor, list ways to improve morale.2. List the five levels in Maslow's hierarchy of needs and describe each level.3. How do recognition and reward affect motivation?4. List at least five reasons given by supervisors when resisting change.

5. Discuss the advantages of an empowered team.6. You recently completed a performance appraisal for one of your employees. The

employee is not happy with the evaluation and has asked for an appointment todiscuss the evaluation process. Discuss the following:(a) The purpose,of the ~rf\l.rmanceevaluation.(b) The evaluation criteria. ,c The employee's options regarding the evaluation.

tranining,reward0001

Documents