You are Rita Sheldon, manager of the customer service department for the Community Medical Center (CMC) Hospital in Angola. You started as a customer service rep 14 years ago and worked your way up to become manager four years ago. Because of the uncertainties in health care related to Obamacare and other factors, you are working harder and longer hours but still feel that your job is fulfilling and rewarding.

You are preparing yourself for a meeting with Fred Young, an employee who reports to you. You are somewhat apprehensive about this meeting. Under the hospital's policies, performance evaluations are required every six months or as needed to ensure that employees can be the best they can be. although the hospital has a performance appraisal form that must be used, the appraisal review form is left to the discretion of each manager to follow according to his or her own needs and preferences. Before this year your approach was to fill out the appraisal form for each employee. You then would meet individually with each employee, show the employee the evaluation that had been made, and discuss the evaluation and suggest area for improvement.

About three months ago, you attended a mandatory supervisory training program for all hospital supervisors. The seminar was conducted by a university professor hired by CMC to provide a new approach for doing performance evaluations. The professor advocated using a self-appraisal technique in which the employee was given an opportunity to evaluate himself or herself in advance of the meeting with the manager. The manager would then compare his or her evaluation wit the employee's self-appraisal and then discuss the tow with the employee. The professor shared research that had indicated that when employees are allowed to evaluate themselves, they tended to be more critical of themselves than their managers. According to the professor, with this approach, employees usually are more receptive to suggestions for improvement.

You have decided to try this approach with your employees. About a week ago, you sent several of your employees, including Fred Young, a copy of CMC's appraisal form and asked them to fill it out in order to evaluate their own job performance over the past six months. You asked them to send their evaluation form back to you a day or two before their scheduled performance appraisal meeting. Fred Young filled out an appraisal form for himself and gave it to you yesterday.

You were astounded to find out that Fred's self-ratings were much different from everyone else's. he had given himself a "superior" or "outstanding" rating in every category on the performance appraisal. Further, under the section entitled "Areas for Improvement", Fred Young had left this section entirely blank. You had hoped for, nor was it consistent with what the professor had stated in the training program. Your own personal appraisal for Fred Young is that his performance was certainly average at best, with several areas of serious deficiencies that needed improvement. He will be coming to your office this afternoon for his performance appraisal review. You wonder how you should handle this unexpected situation.

From the case study above please

2. How did you perform the employee performance appraisal?
4. What type of evaluation you consider and why?
6. What was the timing given for the employee for performance appraisal process?
8. What are the advantages of the appraisal system for you in this context?
10. What factors you considered in measuring the performance?
12. What are the problems in the appraisal process you encountered?
14. How are you planning for the appraisal meeting?
16. What are you going to discuss which you conduct the appraisal meeting?
18. How are you planning to close the appraisal meeting?
20. What are the effective questions that you will consider asking to help Fed's improve performance?