Case Study 7-2: Following up on Case Study 7-1, when the system was not implemented, many employees were not happy with the ratings and the type of performance feedback information they received from their supervisors. If you were to design an appeals process to handle these complaints well, what would the appeals process be like?

((I only need Case Study 7-2 that is typed, thanks!))

ANetherlands. Recently, Accounting, Inc. CASE STUDY 7-1 Implementing a Performance Management Communication Plan at Accounting, Inc. ccounting, Inc. is a consulting and accounting sheets, and placed posters around the company, firm headquartered in Amsterdam, the detailing how the core competencies were related to the organization's strategic priorities and how implemented a performance management system. performance scores would be related to monetary The first step in the implementation of the new system rewards. In these communications, Accounting, Inc., was the development of a set of core competencies detailed how the performance system worked, how that would be used to evaluate most employees, the raters were chosen, how performance feedback regardless of function or level. In addition, each was used, and other details about the system. The employee was evaluated using more job-specific information also outlined the benefits employees could performance dimensions. expect from the new system as well as employees' As the first step in the communication plan, the responsibilities regarding the system. employees received individual email messages, asking Please evaluate Accounting, Inc.'s communication them to define what the core competencies meant to plan Specifically, does it answer all of the questions them and to give descriptions and examples of how that a good communication plan should answer each of the core competencies played out in their (Hint: see Figure 7-1)? Which questions are left specific positions. Next, the company held meetings, unanswered? How would you provide answers to handed out frequently asked questions (FAQs) the unanswered questions (if any)? Source: Adapted from Brotherton, P. (2003). Meyners pays for performance: Changing a compensation system is a sensitive undertaking Here's how one firm handled it Journal of Accountancy 196, 41-46