Read the case study and answer the following question.

  

 If you were Rita Sheldon, how would you handle the performance appraisal meeting with Fred Young? Name at least 3 things you would say to Fred?

 Do you feel Fred took the performance appraisal process seriously? If yes, why? If not, why?

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You are Rita Sheldon, manager of the customer service department for the Community Medical Center (CMC) Hospital in Angola. You started as a customer service rep 14 years ago and worked your way up to become manager four years ago. Because of the uncertainties in health care related to Obamacare and other factors, you are working harder and longer hours but still feel that your job is fulfilling and rewarding. You are preparing yourself for a meeting with Fred Young, an employee who reports to you. You are somewhat apprehensive about this meeting. Under the hospital's policies, performance evaluations are required every six months or as needed to ensure that employees can be the best they can be. although the hospital has a performance appraisal form that must be used, the appraisal review form is left to the discretion of each manager to follow according to his or her own needs and preferences. Before this year your approach was to fill out the appraisal form for each employee. You then would meet individually with each employee, show the employee the evaluation that had been made, and discuss the evaluation and suggest area for improvement. About three months ago, you attended a mandatory supervisory training program for all hospital supervisors. The seminar was conducted by a university professor hired by CMC to provide a new approach for doing performance evaluations. The professor advocated using a self-appraisal technique in which the employee was given an opportunity to evaluate himself or herself in advance of the meeting with the manager. The manager would then compare his or her evaluation wit the employee's self-appraisal and then discuss the tow with the employee. The professor shared research that had indicated that when employees are allowed to evaluate themselves, they tended to be more critical of themselves than their managers. According to the professor, with this approach, employees usually are more receptive to suggestions for improvement. You are Rita Sheldon, manager of the customer service department for the Community Medical Center (CMC) Hospital in Angola. You started as a customer service rep 14 years ago and worked your way up to become manager four years ago. Because of the uncertainties in health care related to Obamacare and other factors, you are working harder and longer hours but still feel that your job is fulfilling and rewarding. You are preparing yourself for a meeting with Fred Young, an employee who reports to you. You are somewhat apprehensive about this meeting. Under the hospital's policies, performance evaluations are required every six months or as needed to ensure that employees can be the best they can be. although the hospital has a performance appraisal form that must be used, the appraisal review form is left to the discretion of each manager to follow according to his or her own needs and preferences. Before this year your approach was to fill out the appraisal form for each employee. You then would meet individually with each employee, show the employee the evaluation that had been made, and discuss the evaluation and suggest area for improvement. About three months ago, you attended a mandatory supervisory training program for all hospital supervisors. The seminar was conducted by a university professor hired by CMC to provide a new approach for doing performance evaluations. The professor advocated using a self-appraisal technique in which the employee was given an opportunity to evaluate himself or herself in advance of the meeting with the manager. The manager would then compare his or her evaluation wit the employee's self-appraisal and then discuss the tow with the employee. The professor shared research that had indicated that when employees are allowed to evaluate themselves, they tended to be more critical of themselves than their managers. According to the professor, with this approach, employees usually are more receptive to suggestions for improvement.