1. Overall, what is the overlap between Network Solutions' system and an ideal system?2 What are the features of the system implemented at Network Solutions that correspond to the features described in the chapter as ideal characteristics? Which of the ideal characteristics are missing? For which of the ideal characteristics do we need additional information to evaluate whether they are part of the system at Network Solutions?3. Based on the description of the system at Network Solutions, what do you anticipate will be some advantages and positive outcomes resulting from the implementation of the system?4. Based on the description of the system at Network Solutions, what do you anticipate will be some disad-vantages and negative outcomes resulting from the imnlomontation nt the sustom/

Distinguishing Performance Management Systems from Performance Appraisal Systems What are the differences between a performance appraisal system and a performance management system? How are the two systems related to each other? After answering these guestions, consider the following 11 criticisms. Which of the following criticisms pertain to performance appraisal systems but not to performance management systems? Which criti- cisms pertain to both performance appraisal and performance management systems? Use Xs on the table below to denote answers. Then, provide an explanation for categorizing the 11 criticisms in the way you did. Criticism 1. \"[There can be] inconsistency between comments and scores on an employee's evaluation.\" Criticism 2: \"The annual performance review is a bad management tool. To start with, it is not timely. If your subordinate is deficient in some ways, you wait 11 months to say samething about it. How does that help next week's performance?\" Criticism 3: "Never make the evaluation a hit-and-run. [t should take the form of a dialogue between the supervi- sor and subordinate, not an isolated event but rather & part of performance/career management mare generally.\" Criticism 4. "A number of years ago, the U.S. Equal Employment Opportunity Commission (EEOC) created a 'Like Me\"" task force. Its general conclusionthere was a human tendency to favor employees who are like the managers making the employment assessment.\" Criticism 5 \"Few managers jump with glee at appraisal time. When they triage workplace demands, many times appraisals end up at the bottom. As a result, late appraisals are often the norm and not the exception.\" 33 Chapter 1 Performance Management and Reward Systems in Context Criticism 6: "Because performance is ultimately measured on a nonstop, continuous basis, managers may become overwhelmed with cognitive load, paper- work, and generally more work to do.\" Criticism 7: \"What's left is the more important strategic role of raising the reputational and intellec- tual capital of the companyybut HR is, it turns out, uniguely unsuited for that.\" Criticism 8 \"Goal-setting, when done wrong, gives the employee the wrong goalsthose, for instance, which are not aligned with the organization's strategic orientation.\" Criticism 9: "Often an employee with substandard performance is evaluated as meseting expectations or even better, and the average employee receives an above-average evaluation.\" Criticism 10: \"[The pracess does not involve helping or making employees] set goals for the future.\" Criticism 11: \"Coaching can be tricky. When done wrong, it can be devastating. For example, a coach's feedback can have detrimental effects if it focuses on the employee as a whole as opposed to specific work behaviors at work.\" Pertains to Pertains to performance Pertains to both performance appraisal management performance appraisal and Criticisms systems only systems only management systems 1 2 3 4 5 6 7 8 9 10 11 Source: Some of these criticisms were derived from the following sources: (a) Ryan, Liz. (2009, June 30). CEOs should skip performance reviews in 2009. Bloomberg Businessweek. Available online at http:/fwww. businessweek. com/managing/content/ Jun2009/ca20090630_736385.htm. Retrieval date: March 3, 2011: (b) Segal, Jonathan, A. (2011, January 14). The dirty dozen performance appraisal errors. Bloomberg Businessweek. Available online at http://www businessweek com/managing/content/ Jun2011/ca20110114_156455 him. Retrieval date: March 3, 2011: and (c) Hammonds, Keith H. (2005, August 1). Why we hate HR. Fast Company. Available online at from http:/fwww tastcompany.com/magazine/37/open_hr.html ?page=0%2C0. Retrieval date: March 3, 2011