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Chapter formare baten and Development Case study clop Performance Evaluation and Development Thack has been the administrator of the clinical laboratories of a large My in the laboratories. However, he is reluctant to hold department times or provide feedback to staff. Staff evaluations are seldom completed and Me Hancock primarily communicates to his stall through memos. All pro- must be handled according to his rules and he is unwilling to accept input from others. No one is allowed to make decisions on their own no matter how small. When a staff member does something Mr. Hancock does not like he sends ded. The result is that everyone thinks he/she made the mistake and yet they are Staff members are given job/position descriptions when they are hired, but they have not been reviewed or updated in several years. Therefore, they do not early define the core responsibilities, making individuals feel frustrated because hoing allowances (COLAS) and a merit pool increase ranging from 2-5% are pro- vided Mr. Hancock gives everyone the same rating and the same increase because up in the hany of their accomplishments armenit recognized or rewarded. Each year, cost of ne prefers not to differentiate between his outstanding and average performers. employee relations department with a grievance that is resolved on the side of the employee because there is no record of disciplinary action taken by Mr. Hancock. Mr. Hancock's turnover in the laboratories is high. Staffing analysis shows that the top performers leave at a consistent rate while average performers stay longer. Staff stated that they felt unappreciated as well as distrustful of their super- visor and others in the department. The hospital's top management is concerned about the turnover and the high costs associated with recruiting qualified clinical laboratory professionals Issues and Questions to Consider: 1. Is Mr. Hancock using management by task/production or collaboration? De- scribe examples of his management characteristics. 2. Describe how Mr. Hancock could create an atmosphere of growth and learn- ing and decrease turnover of his top performers. 3. How can Mr. Hancock improve department communications and trust? 4. What first step is necessary for effective performance evaluation? Why? 5. How can Mr. Hancock effectively reward his top performers and improve performance for those whose work is below standards