Performance Management Concepts Skills And Exercises 2nd Edition Robert Cardy, Brian Leonard - Solutions

Communicate to the operators the expectancy link of how maximum effort on this task will lead to the desired results(explain E for each V1).
In order to make this lemonade stand prosper, choose three tasks the two lemonade stand operators must do exceptionally well.Utilize Figure 8.5 (page 222) in this chapter to create an expectancy model of motivation for your employees (assume they have identical values and positions). Determine the
Where do you fall in this matrix? Are you on the border or the extreme? Where would you like to be and what can you do to get there?
If you were a teacher, how could you utilize the expectancy model variables to inspire a C student to be an A student?
Assuming that the “C students run the world” hypothesis is correct, how is it that students who display these ability/motivation characteristics in school can be so successful in the corporate world? Utilize the expectancy model to explain.
In which quadrant(s) would you most likely find F students most consistently? Why?
In which quadrant(s) would you most likely find C students most consistently? Why?
In which quadrant(s) would you most likely find A students most consistently? Why?
How could Ryan motivate the employees to remain with 3C and be committed workers? Choose whatever approach from the chapter you think could be useful.
Use the expectancy model as a tool to analyze this situation. The lack of a bonus is a loss of an important reward. Are there other rewards that 3C could focus on? How could employees be reengaged with 3C? Using the expectancy model, where is the problem—at the expectancy links, with
The CEO, Ryan, is facing the prospect of employee turnover, particularly when employees are informed that a bonus is not going to happen this term. Can the CEO somehow soften the negative fallout from the announcement that there will be no bonus checks?
The competitive context changed for 3C. Should the company change its approach to incentive pay as well?
Would the results have been different if they were anonymous?Should a company’s 360-degree feedback program be anonymous? Why or why not?
Did any of the feedback from within each category (supervisor, peer, direct reports) vary much? If so, what does this mean? Does it make the feedback irrelevant to you? Why or why not?
Is there a difference between the scores you gave yourself and the scores you received from the group? Were you harder or softer on yourself than others were on you? Do you think the feedback is true or relevant? What trends did you discover?
Average out all of the scores for each group. There should be average scores for each job dimension on your self-evaluation, supervisor evaluation, peer evaluation, and direct reports evaluation.
Instruct them all about the purpose of this exercise and ask them to answer the questions as honestly as possible. Educate them on the philosophy of the CIT scales and what they mean. Let them spend a few days thinking about the evaluation forms and filling them out.
The end goal of any performance management system should be changed behavior in the positive direction. Which of the two sets of feedback statements are more likely to achieve your desired result of changed performance in the other person (assuming they reported to you)? Explain.
If you were to give feedback #2 instead of feedback #1, would you feel as though you were not being genuine? Would you feel that you sugarcoated the feedback? Do you feel this violates your personal sense of integrity or that you are being political?Explain.
Feedback should not be about communicating in order to satisfy our emotional needs and desires. Emotions should be left out of the equation. Of course this is easier said than done. Self-awareness is the first step to understanding when we act impulsively and when we act with a goal in mind. Which
Next take each statement and rewrite it in a format that focuses on the individual’s performance behavior instead of character and personality flaws. Take yourself and your feelings out of the equation entirely. Phrase each statement in a manner that will lessen the recipient’s defenses and
What kind of response do you think you would receive from these individuals were you to give them this feedback in this type of format? Write out an expected response for each.
Choose three people with whom you have worked recently whom you did not like, either as performers, as people, or both. List everything you dislike about each person, starting with phrases such as “You are” and “I think.” Pretend you are telling this person the way things are, being 100
What could be done to remove criteria from the undesirable quadrants (2 and 3) and include more in the desirable quadrants(1 and 4)?
For each exercise, the person being interviewed (including yourself) either had a positive, negative, or neutral opinion of the performance evaluation system at their company. Was there a correlation between worker opinions of the performance management system and the quadrant in which most of
Under which quadrant do the comments from your sample survey fall?a. Are most evaluations focused on the relevant or the irrelevant?b. Are most criteria increasing in direction or decreasing in direction?
Interview two colleagues who have worked in other companies.Find out their experience with performance evaluations.a. Create a similar list for the person being interviewed.b. Place each of their facets into the matrix in Table 7.2.
Each component (both good and bad) should be placed in one of the quadrants based upon its direction and its focus.
For each one of these characteristics of the evaluation, place them in one of the four quadrants shown in Table 7.2, A Conceptual Framework for Understanding and Influencing Evaluator Affect on page
Think back to evaluations you have received in the past. Make a list of all of the components that went into making both the good points and the bad points of the evaluation. Examples would be“based upon clear, results-based criteria” or “completely dependent upon the personality of the
Of course, this theory does not apply to everyone in all circumstances. Some people change their behaviors and habits much more easily than others. Highly coachable employees may skip many or all stages. For those who usually do need to go through some type of emotional process such as this, do you
Why did you choose this sequence? Do you have any experience that affirms your suggestion? Explain.
Too many times, managers look at negative emotions as things to avoid. Instead, the best managers are courageous enough to give“tough love” while providing a safe framework for employees to experience the negative emotions. Look at the list of emotions below. Assuming each must be experienced
What kind of rules, metrics, or guidelines would you build around your new feedback system? Would these guidelines help alleviate any of the symptoms described by the Acme PaperCo CEO?Explain.
Create your own company evaluation formal feedback system.Create at least ten questions that you would send to employees after their evaluations. You can make them open-ended, multiple choice, or scale-based. Can you utilize components of the CIT methodology to make it less biased?
Will your response differ based upon the industry, education level of employees, geographic location, current economic climate, or other elements? Or does your answer cover all variables?
If you were the consultant, how would you respond to the rationalization of the Acme PaperCo CEO? Use concepts from this chapter, this book, and your previous work experience.
What did you find out from the interviews? How effective were evaluations in motivating the employees?a. Were evaluations tied to pay and/or promotions in each company? Did this make a difference in how effective they were at motivating workers?b. How seriously did each company take the process? Is
Call or contact three workplace professionals you know. One should be at a place in his/her career similar to yours. One should be farther along the career path than you. And one should be farther back than you in career path. Try to talk to personnel in three different types of companies (e.g.,
Create a one-page interview questionnaire to determine the effectiveness of a company’s performance evaluation program.Include open-ended questions that encourage the user to discuss both strengths and weaknesses of their company’s evaluation plan. Include questions that encourage the users to
Based on your above analysis, what can you conclude about your liking as a possible bias when evaluating performance and providing feedback? (Hint: A lack of correlation between liking and performance can result in liking that, while not based on performance, can bias your judgment of performance.
Perform the analysis on ten people you like using questions 1–4 above.
Is there a correlation between the people you dislike and their status as a performer or a nonperformer? Do you show a tendency to dislike low performers more than high performers or vice-versa? What does this tell you about your tendencies to give fair performance evaluations in the future?
Answer the following questions:a. Observer: What was the difference in the interactions, responses, and overall success of the evaluation during the second trial? Did the second trial resemble a point/counterpoint activity as the first one did? Which scenario was more likely to actually create
Repeat step 1 above with three modifications.a. Evaluator: Phrase the feedback focusing only on the person’s actions, instead of his/ her character. Refer to specific events instead of character traits that you disagree with.b. Use the “feedback sandwich” described in Basic Skill Builder 7.3.
Was anything accomplished here? On a scale of 1–10, how uncomfortable was this for the observer to observe? Did it look as though the evaluator was trying to help the person being evaluated, or did it look as if the evaluator was preaching and/or judging the person’s character? Write down your
The evaluator begins by telling the person being evaluated exactly how he/she feels, holding nothing back. Tell the person exactly what you think of him/her (let your emotions do the talking). The person being evaluated should respond in a manner in which the character is most likely to respond.
Do you see any patterns that emerge as you move through the criteria? Explain.
Any ratings at a 4 or above would point to potential deficiencies an evaluator may have in providing objective, honest, and professional feedback during evaluation sessions. On how many of the above variables did you score 4 or higher? These are the areas for you to work on in the future in
How difficult was it for you to choose a number for some of these ratings? Was it ambiguous or unclear for some and less ambiguous or unclear for others? Why? Would creating a CIT for each variable help to clear up this ambiguity?
As the observer, how did the person receiving the evaluation take the constructive criticism during each trial? Was it easier for them to hear, having been told the things they have done well before and after the criticism? How could you tell?
As the evaluator, did you find it difficult to find good things to say about the other person using the feedback sandwich? Did you want to skip straight to the constructive criticism? Which method was easier, more intuitive, for you to use?
Person being evaluated: Describe the difference in your feelings of defensiveness when comparing the two different methods of feedback. Was it easier to receive criticism when the feedback-sandwich approach was taken? How did you feel after the evaluation? Were you more likely to change?
Choose two other villains and rotate the roles of evaluator, observer, and person being evaluated, among the group of three.Repeat step 1 above.
Form groups of three: an evaluator, a person being evaluated, and an observer. Choose a villain from a reality show, movie, or series with which the three of you are familiar. The evaluator is to find three tasks or roles the villain needs to improve upon in the show.a. As an evaluator, first give
Speakers: Did you feel as if the other person really understood where you were coming from? Did you feel as if you were being listened to? How much more open to their opinions were you if you were satisfied that they truly understood you?
Listeners: Did this feel similar to a normal “argument” or disagreement you have had in the past over similar issues? What was different about taking part in the discussion this time? By“actively” listening, did you learn anything that you would have missed had you played the
Pair up with another individual. Find something that you disagree on (politics, taxes, music, pop culture, etc.). Allow one of the partners to describe his/her point of view for three minutes. After stating each case, the other person will paraphrase his/her viewpoint in a nonjudgmental manner.
How would you (or how did you) respond to the person being interviewed as to the importance of implementing your strategy for eliminating evaluator bias at the company? What could you present from this book, or your own experience, regarding the need to address it?
How pervasive is evaluator bias in the company you assessed?How important did the person you interviewed feel that evaluator bias was (whether it exists, how big a concern it is)? How much did the current company culture play into the seriousness with which evaluator bias is considered? How much of
Interview someone you know who works in a company, preferably in a management position. Share with them your plan for eliminating evaluator bias in performance evaluations. List the reactions of the other party as to why each item would or would not work.
Imagine that you own a multimillion dollar business (or use an example you have used in a previous exercise). Create a strategy to eliminate evaluator affect in each of the following categories for your company. Include strategies, processes, training methodology, how you will measure
What could be done at the organizational level to prevent this type of problem in the future with other employees?
How could this problem be resolved? What would you recommend to Brent? What would you recommend to Brooke?
What is the problem from Brooke’s perspective?
What is the problem described in this opening example? Describe the problem from Brent’s perspective.
What can you do proactively today to better take on the characteristics of the role that best suits your personality and management goals? Describe.
Can you think of any other authoritative roles? Include them in the table above.
Think back to employees you have managed in the past. Which of these roles are you most likely to take on when giving a performance evaluation (or just managing in general)? Do you take on characteristics of more than one role above?
Which of these roles was the most effective when evaluations and feedback were provided to you? Why do you think this was effective for you?
Review the authority roles below.a. For each role, write a description of what each of these roles mean to you. Be specific. Use examples where possible.b. For each role, list some managers or supervisors with whom you have worked in a past work environment.c. List the effectiveness of each of
Is there such a thing as giving too much praise in an evaluation?Is it possible for an evaluator to focus too much on the positives and not enough on the negatives? Have you ever looked for in-depth and critical feedback from a superior only to be told,“You’re doing a good job … keep it
Is it fair to make the higher ends of a rating scale almost impossible to reach during an evaluation? Or should companies consistently have the top 20 percent (for example) of their employees scoring top scores on their evaluations? Which company would you rather work for? List the pros and cons of
Some companies make it nearly impossible to score a “five out of five” on their performance criteria. In some companies, what would appear to be a good evaluation internally may look like a poor evaluation to an outside observer. Is the idea of proactively trying to give people a score of less
Now that you have a great software product, can you sell what you have developed? In two to three sentences, how would you promote your new software to prospective customers? What difficulties does it solve? What advantages does it have over other alternatives? What are its benefits?
As discussed earlier, the frequency of observations and feedback is a key determinant in how effectively behavior is changed in workers. With this in mind, how would you facilitate observations that are documented more often than every six months or every year by managers?
If the president of the company wants to move the company in one direction, while the employee thinks it is moving in another direction, communication between the president and the employee is said to be misaligned. How would you ensure that this software aligns the evaluation standards of an
Alerts are used in software systems to remind users when they have done something incorrectly or missed a timeline. What kind of alerts would you use in the system to remind both evaluators and employees?
Software is irrelevant if users do not utilize the output in a constructive manner. For performance management, the more software can streamline and standardize feedback, the more useful it will be in the marketplace. How could you design the software to assist evaluators in giving the proper
If you did create a numerical rating, how could you compare the evaluation scores/effectiveness between managers and departments?
Many of the greatest civilizations throughout history have actively encouraged and promoted competition, comparison, and winning. Schools, sports, and countless competitions measure performers and nonperformers through numerical ratings. Would you attach a number rating to each evaluation for each
Would you include a section for 360-degree evaluations in your software? How would team members of the employee interact with the software for that employee’s evaluation?
How would the evaluator interact with the software before, during, and after the evaluation?
How would the person being evaluated interact with the software before, during, and/or after an evaluation? Would you want them to interact with the software or would you want to leave it all in the hands of management? Be specific.
Standardization is important to keeping evaluations objective and fair. What preparation information would be input by each manager, and what information would be input by a third party(e.g., Human Resources manager) to keep evaluations objective?
Preparation is the key to any performance management system.What type of information would the user be required to set up before a rating period begins?
The usability of software is crucial to its success in the marketplace. Usability is often determined by the organization of information on the user interface that allows (or prevents)intuitive workflow and efficient navigation by the user. Headers(e.g., tabs or menu categories) typically group
If you were CEO, how would you prevent this type of activity from happening at ElectroCo? At the very least, how could the company marginalize such activities? Use some of the concepts in this chapter and this book.
What are some of the possible consequences of Joel’s philosophy as pertaining to the company? Overall, is it good for the company or bad for the company? Explain. Is it good or bad for the employees?
Do you agree or disagree with Joel’s philosophy? Why or why not? Is Joel just playing by the rules the company has laid out?Has Joel figured out the best way to play the game? If the company does not like the game, should they change the rules?
How would you communicate this to Casey if you were his boss?How would you practice what you preach to get your point across to Casey?
Honesty and genuineness is respected in the workplace, is it not?What is the difference between being real and being a jerk? In the future, how can Casey be real and give effective feedback in the best way to his subordinates? Use concepts from this chapter.
What do you think of Casey’s feedback philosophy? Is it better to just be honest with people rather than have to dance around their feelings?
Most companies preach employee honesty, integrity, and transparency in their core values, mission statements, vision statements, and other similar literature.a. In your experience, is honesty truly rewarded in companies or is it rewarded in word only?b. Who defines what honesty is? Casey considers
Should the performer have knowledge of the criteria for assessing the effectiveness of a feedback session? Why or why not? If the worker does not evaluate and provide feedback on the effectiveness of the feedback session, who else should or could?
Were the dimensions and behavioral examples helpful? Did they assist the observer in evaluating the effectiveness of the feedback session? Did the dimensions and behaviors assist the people responsible for providing feedback? Were the criteria helpful to the performer?
After completion of the feedback session, the volunteer performer summarizes his or her assessment of the feedback session. Is there agreement with the assessments made by the observers?
The observers of the feedback session should evaluate it by asking the following questions.a. How well did it seem to go?b. Was the feedback focused on the performance or the performer?c. How did the performer seem to react to the feedback?d. Did the feedback session remain in control or did
Provide feedback to the volunteer. Given what has been covered in this chapter, you should attempt to create a feedback session that is as effective and useful as possible.
Assuming team sizes of around six, assign three team members the responsibility of generating performance feedback for the volunteer (generating material for feedback may take an hour or more). Two other team members should serve as observers. The observers might consider developing and using

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Performance Management Concepts Skills And Exercises 2nd Edition Robert Cardy, Brian Leonard - Solutions

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