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Business Question

Description

Assignment Instructions

Case Study

Review Chapter 2 and then read the scenario below.

Scenario

Suzan has worked for Organization ABC for one year. During her 30-day review, Suzan received amazing scores from her supervisor. During her 60-day review, Suzan’s performance was deemed as acceptable, but her ability to communicate with her colleagues was lacking. During Suzan’s 90-day review, Suzan’s supervisor, at the time, expressed that her performance needed serious improvements. Unfortunately, Suzan’s supervisor noted the following:

Suzan did not provide her colleagues with messages from customers and vendors.
Suzan’s phone skills were ineffective, especially when interacting with customers.
Suzan’s temper was a concern and she often raised her voice when she became frustrated.

You have been hired to replace Suzan’s previous supervisor. Between Suzan’s 90-day review and presently (her annual review), you have noticed that Suzan’s performance still is a problem. Before her departure from the organization, Suzan’s past supervisor stated, “Suzan is nice; however, she is a horrible communicator. I cannot work with her, as she is such a challenge to deal with… Good luck, as Suzan is one of the worst employees of Organization ABC.”

During your first week in your new role as supervisor, you met with Suzan to understand more about her performance. She stated, “I am a hard worker; however, I only was told what I was doing wrong. I am willing to learn. Can you help me become the best employee for Organization ABC? I want to succeed in this role.”

As a supervisor, you know that you have various responsibilities. One of your responsibilities is to address performance deficiencies. Although Suzan was provided with a job description, which included detailed information about the critical nature of communication in her role, she needs additional support.

Examine pages 79 and 80 in your textbook. Then, create a plan, specific to Suzan’s needs, detailing how you will utilize the following to ensure improved performance:

Observation and documentation
Updates
Feedback
Resources
Reinforcement

For example, when thinking about observation and documentation, what might you do to keep track of Suzan’s performance? Why? When thinking about updates, how will you keep Suzan updated? Explain and justify your rationale for each of the five components and why you made the recommendations that you provided.

Your well-written paper should meet the following requirements:

Be 4-6 pages in length, which does not include the title and reference pages, which are never a part of the content minimum requirements.
Use Saudi Electronic University academic writing standards and APA style guidelines.
Support your submission with course material concepts, principles and theories from the textbook and at least two scholarly, peer-reviewed journal articles.
Review the grading rubric to see how you will be graded for this assignment.

Name

CT_Rubric_100

Description

100 Points

Rubric Detail
Levels of Achievement
Criteria

Exceeds Expectation

Meets Expectation

Some Expectations

Unsatisfactory

Content

33 to 35 points

29 to 32 points

26 to 28 points

0 to 25 points

Demonstrates
substantial and
extensive knowledge of
the materials, with no
errors or major
omissions.

Demonstrates adequate
knowledge of the
materials; may include
some minor errors or
omissions.

Demonstrates fair
knowledge of the materials
and/or includes some
major errors or omissions.

Fails to demonstrate
knowledge of the
materials and/or
includes many major
errors or omissions.

33 to 35 points

29 to 32 points

26 to 28 points

0 to 25 points

Provides strong thought,
insight, and analysis of
concepts and
applications.

Provides adequate
thought, insight, and
analysis of concepts and
applications.

Provides poor though,
insight, and analysis of
concepts and applications.

Provides little or no
thought, insight, and
analysis of concepts and
applications.

15 to 15 points

13 to 14 points

11 to 12 points

0 to 10 points

Sources go above and
beyond required criteria
and are well chosen to
provide effective
substance and
perspectives on the
issue under
examination.

Sources meet required
criteria and are
adequately chosen to
provide substance and
perspectives on the issue
under examination.

Sources meet required
criteria but are poorly
chosen to provide
substance and perspectives
on the issue under
examination.

Source selection and
integration of knowledge
from the course is clearly
deficient.

15 to 15 points

13 to 14 points

11 to 12 points

0 to 10 points

Project is clearly
organized, well written,
and in proper format as
outlined in the
assignment. Strong
sentence and paragraph
structure, contains no
errors in grammar,
spelling, APA style, or
APA citations and
references.

Project is fairly well
organized and written
and is in proper format as
outlined in the
assignment. Reasonably
good sentence and
paragraph structure, may
include a few minor
errors in grammar,
spelling, APA style, or APA
citations and references.

Project is poorly organized
and written and may not
follow proper format as
outlined in the assignment.
Inconsistent to inadequate
sentence and paragraph
development, and/or
includes numerous or
major errors in grammar,
spelling, APA style or APA
citations and references.

Project is not organized
or well written and is not
in proper format as
outlined in the
assignment. Poor quality
work; unacceptable in
terms of grammar,
spelling, APA style, and
APA citations and
references.

Analysis

Sources

Demonstrates
college-level
proficiency in
organization,
grammar and
style.

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Chapter 2
Performance Management
Process

2-2

Overview
Prerequisites
⮚ Performance Planning
⮚ Performance Execution
⮚ Performance Assessment
⮚ Performance Review
⮚

2-3

Overview of Performance Management
Process

2-4

Prerequisites

Knowledge of the organization’s mission
and strategic goals
Knowledge of the job in question

2-5

Knowledge of Mission and Strategic
Goals
■

Strategic planning
• Purpose or reason for the organization’s
existence
• Where the organization is going
• Organizational goals
• Strategies for attaining goals

2-6

Mission and Goals

▪

Cascade effect throughout organization
• Organization 🡪

Unit 🡪

Employee

2-7

Knowledge of the Job(1 of 2)

■

Job analysis of key components
• Activities
• Tasks
• Products
• Services
• Processes

2-8

Knowledge of the Job(2 of 2)

■

KSAs required to do the job
• Knowledge
• Skills
• Abilities

2-9

Work Analysis
■

■

Use a variety of tools
• Interviews
• Observation
• Questionnaires (available on the Internet)
Data collected from
• Job incumbents
• Supervisors
• Individuals responsible for creating a new
job

2-10

Work Analysis Follow-Up

■

All incumbents should
• Review information
• Provide feedback
• Rate tasks and KSAs in terms of
■ Frequency
■ Criticality

2-11

Rater Biases
■

Rating of frequency and criticality of tasks
and KSAs is susceptible to:
• Self-serving bias
• Social projection and false consensus bias
• Carelessness consensus bias
🡪 These biases exaggerate the
importance of certain tasks & KSAs based
on the KSAs that incumbents have

2-12
Copyright © 2023 Chicago Business Press

Rater Training(1 of 2)
■

Web-based training: Structure
• Takes only about 15 minutes
• Establishes common point of reference via
largely 5 steps
■ In the 5 steps, participants basically
practice their rating skills
• As a result, reduces exaggeration of the
importance of certain task and KSAs

2-13

Rater Training(2 of 2)
Web-based training: 5 steps
1. Defines the rating dimensions
2. Defines the scale anchors
3. Describes behaviors indicative of each
rating dimension
4. Allows raters to practice their rating skills,
and
5. Provides feedback on the practice
■

2-14

Job Description

■
■
■

Job duties
KSAs
Working conditions

2-15

Generic Job Descriptions

Occupational Informational Network (O*Net)

2-16

Description
•

Drive a tractor trailer combination or a truck with a capacity of at least 26,000 pounds gross vehicle weight(GVW) May be required to unload truck. Requires commercial drivers license

•

TASKS

•

Check vehicles to ensure that mechanical safety and emergency equipment is in good working order

•

Follow appropriate safety procedures for transporting dangerous goods.

•

Inspect loads to ensure that cargo is secure.

•

Maintain logs of working hours or of vehicle service or repairs status following applicable

TECHNOLOGY SKILLS
•

Database user interface and query software-ddisoftware.com drivers daily log program DDL Easy Trucking Software Fog line Software Truckn2004; Truckers Helper

•

Office suite software – Microsoft Office.

•

Operating system software- micro windows.

•

Route navigation software-ALK Technologies PC-miler; Microsoft Quo Vadis

•

Spreadsheet software- Microsoft Excel Hot technology.

KNOWLEDGE
•

Transportation – knowledge of principles and methods for moving people or goods by air, rail, sea, or road, including the relative costs and benefits.

•

Public Safety and Security- Knowledge or relevant equipment, policies, procedures , and strategics to promote effective local, state or national security operations for the protection of people, data, property, and
institutions.

•

Customer and personal service – knowledge of principle and processes for providing customer and personal services. This includes customer satisfaction

•

English language – knowledge of structure and content of English language, including the meaning and spelling of the word rule of composition and grammar.

•

Mechanical – knowledge of machines and tools including their design, uses, repair and maintenance.

Skills
•

Operation and control – controlling operations of equipment or systems

•

Operation monitoring – watching gauges dials, of other indicators to make sure a machine is working properly

•

Critical thinking – using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions; or approaches to problems.

•

Monitoring – monitoring/assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action

ABILITIES

•

Control precision – The ability to quickly and repeatedly adjust the controls of a machine or a vehicle to exact positions.

•

For Vision – the ability to coordinate two or more lims(for example , two arms , two legs , or one leg and one arm) while sitting , standing, or lying down. It does not involve performing the activities while the whole
body is in motion.

•

Near vision – The ability to see details at close range (within a few feet of the observer)

•

Reaction Time – the ability to quickly respond ( with the hand, finger, or foot ) to a signal (sound, light, picture) when it appears.

Blank

Performance Planning

■
■

■

Results
Behaviors
Development Plan

2-18

Performance Planning:
Results
✔Key accountabilities
✔Specific objectives
✔Performance standards

2-19

Company Spotlight(1 of 2)

■

Accenture implemented a new, more fluid
performance management process.
Including:
• Ongoing feedback.
• Immediate performance development
• Uses an internal application to help transmit
comments.

Key Accountabilities

■

Broad areas of a job for which the employee
is responsible for producing results

2-21

Specific Objectives

■

Statements of outcomes
• Important
• Measurable

2-22

Performance Standards
■

■

“Yardstick” to evaluate how well employees
have achieved each objective
Information on acceptable and unacceptable
performance, such as
• Quality
• Quantity
• Cost
• Time

2-23

Performance Planning:
Behaviors

How a job is done
✔ Includes a discussion of competencies
✔

2-24

Competencies

■

Measurable clusters of KSAs
Critical in determining how results will be
achieved

2-25

Performance Planning:
Development Plan

Areas for improvement
✔ Goals to be achieved in each area of
improvement
✔

2-26

Performance Execution:
Employee’s Responsibilities
▪
▪
▪
▪
▪

Commitment to goal achievement
Ongoing requests for feedback and coaching
Communication with supervisor
Collecting and sharing performance data
Preparing for performance reviews

2-27

Performance Execution:
Manager’s Responsibilities

■
■
■
■
■

Observation and documentation
Updates
Feedback
Resources
Reinforcement

2-28

Performance Assessment

■
■
■

Manager assessment
Self-assessment
Other sources (e.g., peers, customers)

2-29

Multiple Assessments Are Necessary
To…
Increase employee ownership
⮚ Increase commitment
⮚ Provide information
⮚ Ensure mutual understanding
⮚

2-30

Company Spotlight(2 of 2)
■

■

Google’s performance management uses a 360degree review process, conducted semi-annually
Features include:
• Focused on behaviors and results
• Based on a 5 point scale (1= needs improvement,
5 = superb)
• Based on 6 criteria (adherence to Google values,
problem solving, execution, thought leadership,
leadership, presence)
• Managers meet and review ratings together to
reduce biases
31
Copyright © 2023 Chicago Business Press

Performance Review
Overview of Appraisal Meeting

■

Past
• Behaviors and results
Present
• Compensation to be received
Future
• New goals and development plans

2-32

Six Steps for Conducting
Productive Performance Reviews(1 of 2)

2.
3.

Identify what the employee has done well and
poorly
Solicit feedback
Discuss the implications of changing behavior

2-33

Six Steps for Conducting
Productive Performance Reviews(2 of 2)
4.

5.
6.

Explain how skills used in past
achievements can help overcome any
performance problems
Agree on an action plan
Set a follow-up meeting and agree on
behaviors, actions, and attitudes to be
evaluated

2-34

Performance Management Process
Summary: Key Points
Ongoing process
✔ Each component is important
❖If one is implemented poorly, the whole
system suffers
✔ Links between components must be clear
✔

2-35

Quick Review

Prerequisites
⮚ Performance Planning
⮚ Performance Execution
⮚ Performance Assessment
⮚ Performance Review
⮚

2-36

All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

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