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Case Study – “The Self-Appraisal Problem”
Read Case #59 “The Self-Appraisal Problem” on page 176-179 and write a paper answering questions 1
through 3.
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Write between 750 – 1,000 words using Microsoft Word in APA format (only the body of the paper counts
towards the word requirement)
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Use font size 12 and 1” margins.
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Include cover page and reference page.
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At least 80% of your paper must be original content/writing.
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No more than 20% of your content/information may come from references.
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Use at least three references from outside the course material, two references must be from EBSCOhost.
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Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and
list on a reference page in APA style
QUESTIONS:
1. What actions should Leroy Washington taken in response to Carol McCalmont’s and Janet
Weber’s actions? Should McCalmont be granted a raise even though she had not completed her
self-evaluation?
2. Evaluate Engel Product’s self-appraisal system. Should it be changed to make it more
effective? Is it too time- consuming?
3. Should the firm eliminate the self-appraisal portion of its appraisal system?
Performance Appraisal
Case59.The Self-Appraisal Problem
Leroy Washington, human resource director at Engel Products, was faced with a problem that he had not
experienced before and was uncertain how to proceed. The problem was related to the firm’s selfevaluation appraisal process. This process requires supervisors to evaluate themselves by completing
two forms. The first form, Responsibilities and Goal Accomplishments Self Evaluation Report (see Exhibit
3.3), requires that supervisors write down their primary job duties/responsibilities along with the objectives
that they had agreed to accomplish during the past year. They are to evaluate themselves from 1
(Outstanding) to 4 (Unsatisfactory). They also need to write an overall performance summary. The
second form, Career Development Self Evaluation Report (see Exhibit 3.4), is used for training and
development purposes and asks supervisors to indicate their strengths, evaluate themselves in terms of
ten criteria, and develop plans for improving their skills and knowledge. It also asks supervisors to explain
their career interests by specifying what jobs they aspire to hold in the future. For each objective, they are
required to specify the criteria they will use to judge whether the objective was met and a date by which
the objective will be accomplished.
Exhibit3.3.Responsibilities and Goal Accomplishments Self-Evaluation Report
Instructions: List below your major job responsibilities and the objectives you set for yourself to
accomplish during the past year. Then, rate yourself on each of these items as follows:
1—Outstanding—Your performance far exceeds this job requirement. You far exceeded this goal.
2—Commendable—Your performance exceeds this job requirement. You exceeded this goal.
3—Competent—Your performance met this job requirement. You met this goal.
4—Unsatisfactory—Your performance did not meet this job requirement. You did not meet this goal.
Job Responsibilities
Rating
1.
2.
3.
4.
List other job responsibilities and ratings on a separate page.
Goal Accomplishments (List Goals)
Rating
1.
2.
3.
4.
List other goals and ratings on a separate page.
PERFORMANCE SUMMARY (Using the space below write a summary of your job performance for the
past year. Attach additional sheets if necessary.)
Exhibit3.4.Career Development Self-Evaluation Report
PART A—STRENGTHS. Describe below your specific technical, interpersonal, managerial, and other jobrelated strengths.
PART B—DEVELOPMENTAL NEEDS. Indicate below the technical, interpersonal, managerial, or other
job-related weaknesses you perceive in yourself.
PART C—IMPROVEMENT PLANS. State below what steps you plan to take to improve your
weaknesses, including any training/education you would like the firm to offer to you.
PART D—SKILL EVALUATION. Evaluate yourself in terms of the ten skills listed below.
SKILL
Unsatisfactory Competent
Commendable Outstanding
1. Work quality
4
3
2
1
2. Technical skills
4
3
2
1
3. Productivity
4
3
2
1
4. Adaptability
4
3
2
1
5. Interpersonal skills
4
3
2
1
6. Planning skills
4
3
2
1
7. Initiative
4
3
2
1
8. Decision making
4
3
2
1
9. Analytical skills
4
3
2
1
10. Profit orientation
4
3
2
1
PART E—FUTURE JOB. Indicate what job or jobs you would like to hold in the future.
Washington’s major problem was that one of the sales staff supervisors had not completed her selfevaluation on time. The firm had a policy that all supervisors were to be evaluated annually by their
immediate manager. The policy stipulated that each supervisor was to complete a self-evaluation and
turn it into his/her immediate manager by a specific date. Prior to seeing this self-evaluation, the manager
would also complete an evaluation on the supervisor. The two would then meet, trade evaluations,
compare the two documents, and discuss differences. The completed evaluations were then turned in to
the HR director for review.
Unfortunately, Carol McCalmont had not turned in her evaluation by the deadline. Washington told
McCalmont’s manager, Janet Weber, that the deadline had passed and asked Weber to remind
McCalmont to quickly turn in the self-evaluation. One week later, the self-evaluation had not been
completed; McCalmont stated she was still working on it and would turn it in soon. Another week went by,
and McCalmont still had not submitted the self-evaluation, so Washington told Weber to let McCalmont
know that she would not receive a scheduled raise until the report was completed.
Two more weeks passed and nothing happened. Then, Washington received a file that contained a
performance review for McCalmont, written by Weber. However, the file did not include McCalmont’s
required self-evaluation. Washington immediately called Weber to find out why McCalmont had not
completed the report and why Weber had submitted her evaluation in the absence of a self-evaluation.
Weber responded that she could only guess as to why McCalmont had not completed the report: the selfappraisal process was too time-consuming, and she did not want to admit that her performance was
unsatisfactory in some areas. Weber added that she did not want to hold up McCalmont’s raise any
longer and that is why she completed and submitted her evaluation. She believed that a small raise was
warranted and that McCalmont’s failure to complete a self-evaluation should not disqualify her from
receiving the raise.
Capstone Element #3”
Write a paper discussing how you manage performance.
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Discuss your orientation process. Do you provide a package of information?
What is HR’s role in your employee socialization and onboarding process?
Describe your performance management system.
Does it reflect the knowledge, skills, and abilities needed to successfully implement the particular
organization’s strategic goals?
What factors other than job performance influence employee performance appraisal outcomes?
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Are job analyses and job descriptions made for each position in the organization? To what degree are
they updated periodically?
How does the organization provide career planning and career counseling for employees? How and by
what method do you determine effectiveness?
Describe your coaching and/or mentoring processes.
Your company employs both expatriates and foreign nationals in the overseas locations. Describe the
challenges this presents and how you manage these issues.
Requirements:
Write between 1000 – 1,500 words using Microsoft Word in APA format (only the body of the paper
counts towards the word requirement)
Use font size 12 and 1” margins.
Include cover page and reference page.
At least 80% of your paper must be original content/writing.
No more than 20% of your content/information may come from references.
Use at least three references from outside the course material, two references must be from EBSCOhost.
Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and
list on a reference page in APA style

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