QUESTION $2$

Read the scenario below and then answer the questions that follow. Remember that your answers should relate to the information provided.

PERFORMANCE THAT MATTERS

Mercy East is a hospital in the east of Pretoria which specialises in high$-$risk surgeries and new procedures. They have state of the art facilities and an innovative workplace culture. Many of the surgeons who work there are the best in their respective fields.

Jackson Avery is a neurosurgeon at Mercy East. His expertise is highly sought after because he deals with injuries related to the brain, spine and nervous system. Many people from around South Africa have come to Pretoria to seek his advice. He holds a high ethical standard and is always willing to work with other surgeons to get the best results. Jackson's only drawback is that he is very straightforward with his patients and does not have the greatest bedside manner due to his direct approach. Mark Shepherd is Jackson's supervisor and the Head of neurosurgery. He is also very well qualified and has many years of experience. They have a good personal relationship. However, their relationship is more casual than professional, and this has an impact on Jackson's performance. He also wishes that he had more direction in his career and a more involved supervisor.

The HR department has requested Mark to submit Jackson's year$-$end performance rating. Mark would have to rate Jackson against his fellow surgeons to establish how well they are performing. With such busy schedules it is difficult to set times for formal meetings and Mark believes that it is a waste of precious time that could be used to save lives. Throughout the year, there has been very little formal interaction and documentation of performance. Time was not set aside to determine goals, objectives or growth prospects for employees in the future. Mark decides to ask Jackson to provide a rating of his own performance instead. As Mark and Jackson are not only colleagues but also good friends, Mark does not question Jackson's ratings and submits his scores to HR without looking at it$.$ However, when Mark is doing his filing and has a chance to look over Jackson's appraisal, he is surprised that Jackson did not use the graphic rating scale as he was required to$.$ Jackson merely provided an overall score of his performance. Mark also realises that he would have given Jackson a much higher rating. He is shocked that Jackson had rated himself as below average. Reviews from Jackson's colleagues and other ward supervisors were also missing from his rating. Now that the final scores have been submitted to HR$,$ Mark cannot retract the rating because he had been the one to sign it off.

Unfortunately, even though Jackson is so good at his job, this is not reflected in his scores. His colleagues have outranked him by far in their performance ratings. Jackson truly believed that Mark would have increased his ratings and only rated himself as below average to make himself look good. He is now highly upset since the reward system at the company links performance ratings to pay incentives. Based on the ratings, Jackson has been identified as a poor performer.

$11$

O UNISA $2024$

HRM$2604$

Assessment $05($Semester $1,2024)$

$2\mathrm{.}1$ In the digital age, suggest a better way for Mark to have collected Jackson's performance information and recorded performance reviews.

$2\mathrm{.}2$ HR approaches Mark to resubmit Jackson's ratings using the correct performance appraisal method. Compile and complete a graphic rating scale for Mark rating Jackson's performance based on the information in the case study.

$2\mathrm{.}3$ Based on the information provided, critically evaluate Mark's role as a coach in this scenario.

$2\mathrm{.}4$ Is there a need for formal meetings related to performance management or do you agree with Mark that it is a waste of time? Substantiate your answer by relating to the scenario.

$2\mathrm{.}5$ What type of plan could be used to help Jackson set goals and improve performance? Provide practical examples of what could be included in this type of plan.

$2\mathrm{.}6$ As the HR manager, assess Jackson's supposed poor performance by outlining and answering the questions posed during the problem$-$solving process.

$2\mathrm{.}7$ Identify and motivate the most appropriate type of performance$-$related pay plan for the job of a surgeon.