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1. Outline the different means of documenting performance (i.e., types of performance appraisal methods � broad categories and specific methods) reviewed in class and in your textbooks. Discuss the strengths and weaknesses of each, including when it would be more appropriate to use each of them and how they can be made more successful.
2. List and define/describe the rater errors (major categories and specific errors) that occur in the performance management process. Discuss how rater errors and personal bias influence the performance appraisal process and how to minimize them.
3. Describe what each letter in the acronym �SMART� (or �SMARTER�) means in the performance management process and why it would be important in evaluating performance. What are the benefits of SMART goal setting for the employee, the manager, the company?
Create SMART (or SMARTER) goals for these activities:
a. To get a job/internship/promotion (pick one)
b. To improve your computer skills
c. To increase your proficiency in a sport/activity/hobby (pick one)
d. To write a book/case study/thesis (pick one)
e. To get into grad school
4. Using the concepts learned in class, outline how you would approach this difficult conversation:
You are a marketing director supervising 18 professionals and support staff. The nature of the work requires a collaborative environment where the professionals give work direction to the support staff. A professional on your team, Dana, has started dating a person on the support staff. Although there is no policy prohibiting dating, several co-workers have complained about the two being too affectionate at work. Some also indicate there is preferential treatment for Dana�s newfound love interest. You need to talk to Dana.
5. Congratulations! You have just been promoted to Director and have hired a new manager to replace you in your previous role of supervising a team of 8 finance personnel. You are explaining to him/her the company�s performance management system and its importance to the employee, the company, and even the manager.
What advice and guidance would you give him/her and why? As his/her manager, what performance management expectations would you set for him/her as manager of this team (planning, meetings, communications, follow up, documentation, potential legal concerns � and anything else you think is important)?
6. You’re the owner of a 25-employee company that has just had a fantastic year. Everyone pulled together and worked hard to achieve a boost in company profits. Unfortunately, you need to sink most of those profits into paying your suppliers. All you can afford to give your workers is a 3 percent pay raise across the board.
At appraisal time, how would you communicate praise for a job well done coupled with your very limited ability to reward such outstanding performance? How would you differentiate between levels of performance? Your goal, of course, is to keep the employees positive and motivated, and not lose them to a competitor.
Now assume you can afford to hand out some handsome bonuses or raises. What would be the best way to evaluate employees when almost everyone has done exceptional work?
Choose 5 of the following 6 questions to answer fully (typewritten in a printed document). Each question is worth 20 points for a total of 100 points.
1. Outline the different means of documenting performance (i.e., types of performance appraisal methods � broad categories and specific methods) reviewed in class and in your textbooks. Discuss the strengths and weaknesses of each, including when it would be more appropriate to use each of them and how they can be made more successful.
2. List and define/describe the rater errors (major categories and specific errors) that occur in the performance management process. Discuss how rater errors and personal bias influence the performance appraisal process and how to minimize them.
3. Describe what each letter in the acronym �SMART� (or �SMARTER�) means in the performance management process and why it would be important in evaluating performance. What are the benefits of SMART goal setting for the employee, the manager, the company?
Create SMART (or SMARTER) goals for these activities:
a. To get a job/internship/promotion (pick one)
b. To improve your computer skills
c. To increase your proficiency in a sport/activity/hobby (pick one)
d. To write a book/case study/thesis (pick one)
e. To get into grad school
4. Using the concepts learned in class, outline how you would approach this difficult conversation:
You are a marketing director supervising 18 professionals and support staff. The nature of the work requires a collaborative environment where the professionals give work direction to the support staff. A professional on your team, Dana, has started dating a person on the support staff. Although there is no policy prohibiting dating, several co-workers have complained about the two being too affectionate at work. Some also indicate there is preferential treatment for Dana�s newfound love interest. You need to talk to Dana.
5. Congratulations! You have just been promoted to Director and have hired a new manager to replace you in your previous role of supervising a team of 8 finance personnel. You are explaining to him/her the company�s performance management system and its importance to the employee, the company, and even the manager.
What advice and guidance would you give him/her and why? As his/her manager, what performance management expectations would you set for him/her as manager of this team (planning, meetings, communications, follow up, documentation, potential legal concerns � and anything else you think is important)?
6. You’re the owner of a 25-employee company that has just had a fantastic year. Everyone pulled together and worked hard to achieve a boost in company profits. Unfortunately, you need to sink most of those profits into paying your suppliers. All you can afford to give your workers is a 3 percent pay raise across the board.
At appraisal time, how would you communicate praise for a job well done coupled with your very limited ability to reward such outstanding performance? How would you differentiate between levels of performance? Your goal, of course, is to keep the employees positive and motivated, and not lose them to a competitor.
Now assume you can afford to hand out some handsome bonuses or raises. What would be the best way to evaluate employees when almost everyone has done exceptional work?
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