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