a$.$ Individual performance is calculated weekly based on objective sales data from

the store's cash register computer system. A chart with each individual

employees' weekly sales performance is displayed in the employee breakroom.

Top performers are recognized in weekly team meetings. In the case of an

employee not achieving aoceptable sales for more than one month, the manager

holds a one$-$on$-$one individual performance$-$improvement plan meeting with the

employee.

Performance appraisal form:

a$.$ Not applicable

b$.$ In the case of performance$-$improvement plans for poor$-$performing employees.

the manager places written documentation of the individuar's sales and a written

description of the performance$-$improvement plan in the employess' personnel

file.

Example $3$:

Current performance management system for sales employees at FashionFusion Store #$40$:

Performance goals$/$objectives set for sales employees by store manager:

a$.$ Weekly total store sales in the top $20\%$ of all FusionFashion locations

b$.$ Store environment score is consistently equal to or greater than a $4$ on a $1-5$

scale $($The store environment score is the manager's rating of cleanliness,

organization, user$-$friendly clothing displays, fashionable mannequin, accessory.

and outfit displays which are rotated weekly for a consistently "fresh" look$)$

c$.$ Teamwork: cooperate and collaborate with all team members

Compensation:

a$.$ All team members receive a starting wage of $$8\mathrm{.}00$ per hour $($increases $$\mathrm{.}50$ per

hour for each $12$ months of satisfactory employment$)$

b$.$ Team members receive weekly bonuses based on overall store sales and

satisfactory team performance on store environment and teamwork. All team

members receive the same weekly bonus amount, which can range anywhere

from $$0$ to $$200$ per team member.

Description of the performance appraisal process:

a$.$ Overall store sales are charted against store sales of all the FusionFashion

locations. The performance chart is displayed in the employee breakroom.

b$.$ Daily store environment scores and teamwork scores are also charted and

displayed in the breakroom.

c$.$ Every six months, individual performance contributions to the overall team

success are evaluated by the manager, two peers $($fellow coworkers$),$ and the

employee's self$-$evaluation using the form below. Employees who are identified

as not adequately contributing to the team's success are either terminated or

given a performance improvement plan and re$-$evaluated after one$-$month.

Performance Appraisal form:

Completed by the employee $($sell$-$appraisal$),$ manager, and two peers:Most managers probably would agree that they want to encourage $$high$-$performance levels$$ among their employees. However, many of these same managers might balk if asked to define specifically what $$high performance$$ is$,$ much less how to measure it$.$ And yet, being able to answer these questions is essential to effective performance management. Employee Name:

To what extent does this individual's performance contribute to the overall team success at this FashionFusion store?

$\backslash$table$[[,\backslash$table$[[$Inadequate$],[$Does not$],[$contribute$],[$positively to the$],[$team$]],\backslash$table$[[$Satisfactory$],[$Makes minimal$],[$positive$],[$contributions to$],[$the team$]],\backslash$table$[[$Good$],[$Makes positive$],[$contributions to$],[$the team$]],\backslash$table$[[$Outstanding$],[$Star team$],[$member:$],[$Consistent$],[$outstanding$],[$contributions to$],[$the team$]]],[\backslash$table$[[$Contribution to$],[$store sales goals$]],,,,],[\backslash$table$[[$Contribution to$],[$store$],[$environment$]],,,,],[\backslash$table$[[$Overall$],[$teamwork:$],[$cooperation and$],[$collaboration$]],,,,],[$Other Notes:,,,,$]]$

If managers want $$high performance$$ from their employees, they must be able to articulate what high performance looks like and set clear performance expectations for employees. Indeed, performance management is a very broad domain of managerial responsibility which includes goal$-$setting, communicating performance standards, measuring and appraising performance, communicating feedback, and determining and delivering outcomes based on performance.

Download the Performance Management & Appraisal Instructions to examine and evaluate three different performance appraisal strategies for evaluating sales employees working in a retail clothing store in a shopping mall. Consider the advantages and disadvantages of the different strategies. Write an executive summary report in which you summarize your assessment of the different strategies and offer a recommendation for whether to adopt one of these existing approaches, modifying one or more of them, or creating an entirely new strategy. Regardless of what strategy you ultimately recommend, your executive summary should clearly present the rationale and research support behind your recommendation.Summary Report: