Case Study

Performance Reviews by the Numbers $.$

When Maria Giraldo began her job as a nurse at Long Island Jewish Medical Center $($L$.$I.J$.$M$.$C$.)$ nearly $12$ years ago, performance reviews were conducted using a $10-$page paper form that asked managers to score her on qualities like "leadership" or "respectfulness."

"They were very subjective," says Ms$.$ Giraldo, who is now a nurse manager in the intensive$-$care unit at L$.$I.J$.$M$.$C$.$ She was often graded on intangibles like how well she worked with others, which Ms$.$ Giraldo says were important but open to interpretation.

But three years ago her hospital implemented a new computer$-$based performance system that broke her job description down into quantifiable

The new performance management system at the Long Island Jewish Medical Center $($L$.$I.J$.$M$.$C$.)$ was specifically designed to address which of the following problems with traditional performance reviews?

Traditional performance reviews are unfair to minorities.

Performance reviews do not take into account special circumstances.

Traditional performance reviews lead to "grade inflation."

Managers cannot complete traditional performance reviews on time.