Lesson 8: Problems with Performance Appraisals Discussion A. 17 17 This week, you will be presented with a case and several scenarios. As HR director, you'll need to formulate a response to 2 of any of the 5 scenarios presented below. Jones Toyota is located in Chicago, Illinois and is the largest Toyota dealership in the area, employing over 400 individuals, from technicians to sales account executives to administrative ofce staff. Julie Jones is the Vice-President of HR and has departments which report to her: Stafng, Training and Development, Compensation, and Employee Relations. After completing her degree in Human Resource Management, Julie redesigned the performance appraisal system for the entire organization, which included customizing appraisals for the various employees in different departments. For example. shop technicians now have criteria which are evaluated using a graphic rating scale, including quality of work, accuracy. cleanliness of work area and uniform. communication, and quantity of work. Ofce staff, on the other hand, are rated using a BARS (Behaviorally Anchored Rating Scale) with the following performance dimensions: teamwork and relations with others, initiative, attention to detail, productivity. and quality of work. You are Ch ris, the Head of the Training and Development area, and although you did not design the performance appraisals it is you who ultimately keeps these records. All employees are evaluated at the end of a 90-day period. and then on a yearly basis. Supervisors are required to complete the appropriate performance evaluation form for each employee, discuss the evaluation with the employee, have the employee sign the form. and then return the form to you. You are also the point person for problems with performance evaluations. and you have received the following emails, this week, from employees or supervisors asking for help or outlining an issue with a performance appraisal. Your job is to decide what action to take, if any. Email 1: From a Sales Associate Chris, I recently conducted a performance appraisal with Sam Smith, a new hire. He didn't agree with my assessment of his performance; specifically, the criteria "teamwork," and he subsequently refused to sign the form. What should I do? Email 2: From a Shop Technician Chris, I was recently appraised by my supervisor, John Standard, and I received mostly "3's". I know for a fact that most of the other guys in my department received "4's" and "5"'s" and feel that John is being unfair to me. Email 3: From a Sales Manager Chris, I was recently promoted to sales manager after working as a sales associate for six years. I received no training on how to do performance evaluations only been in this position for three weeks and do not feel qualified to do performance evaluations on my "people." Can I have someone else fill in? Email 4: From an Office Assistant Manager Chris, I was shocked to see how low my supervisor rated me on my most recent evaluation. She knows I am going through a divorce and have had many problems which have interfered with my work, and she had repeatedly reassured that my job was not in jeopardy. I do not think I deserved some of the scores on the performance criteria I received. For example, for "initiative," she gave me a '2 - needs constant direction and does not often work well unassisted" I think she is using my personal problems against me because she's been married 35 years and has said she doesn't believe in divorce. What can you do about this? Email 5: From a Shop Supervisor Chris, I am retiring in 30 days and I don't see why I should bother to do performance evals on all my guys; the next supervisor isn't going to read them anyway, so what is the point? Deliverable: Your response should be in essay format and be between 300-500 words. You should cite at least 1 published source and also provide the full reference at the end of the post (all in APA format). You will post on/before Thursday and respond to two other posts by Sunday