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Chapter 9 Performance Management and Appraisals Case #7:Unequal/Equal Supervisors

Chapter 9 Performance Management and Appraisals Case #7:Unequal/Equal Supervisors. By: Alessio Marchionne , Christopher Zinck , Huixan Zhao, Steven Walton & Victoria Zed. Outline. Hubert Johnson, department head for 30 years, two employee’s Harriet Green and Neil White

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Chapter 9 Performance Management and Appraisals Case #7:Unequal/Equal Supervisors

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  1. Chapter 9 Performance Management and AppraisalsCase #7:Unequal/Equal Supervisors By: AlessioMarchionne, Christopher Zinck, Huixan Zhao, Steven Walton & Victoria Zed

  2. Outline • 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

  3. Question #1 • 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: Demotivationof Harriet Loss of HarrietGender-Discrimination complaintAwkward Sit-down with Harriet • Promoting Harriet:Lesser employee filling the positionDemotivation of NeilLoss of Neil

  4. Question #2 • 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

  5. Chapter Case Relation

  6. Conclusion • 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

  7. Q&A Questions?

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