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Performance evaluation, Salary surveys, Pension changes, etc

1. It is said that training in conducting performance evaluations is an important issue for organizations to consider, why? What should an organization do in order to help make sure that its performance evaluation system is legal? What is the role of job analysis in this process?

2. How would you go about deciding if a survey on pay that you wanted to purchase had the necessary characteristics to be useful to your organization? How does job evaluation help you build a pay structure?

3. What determines if employers are to pay out the pension benefits they have promised? If they can't, what should be done for retirees who are left without their pension benefits?

4. Why is training an important requirement for organizations to undertake? In the future, do you think e-learning or online training will replace classroom training? Why?

Solution Preview

By providing training for managers in the subject of giving a formal performance review, firms not only learn how to give employees constructive criticism in a manner that will mutually help the employee and the firm, they also reduce the risk of being sued in today's litigious environment.

Many times, a manager leaves business school and acquires some on the job training and is able to ferret out employee weaknesses. He or she is generally pretty good at discussing these weaknesses with the employee and describing what actions are needed relative to company policy. However, when it comes to helping average or even good employees, the manager is ill equipped to do so. Training in this matter can teach a manager how to make average employees great and to convert good employees into leaders.

Perhaps the most important consideration relative to training managers in the area of giving performance reviews are the legal ramifications of doing it (giving reviews) improperly. There are obvious dos and don'ts-Do keep everything documented (in writing). The manager should prepare everything in writing and stick to the plan when presenting it to the employee. Don't make comments about sex, race, or religion. Do be honest with the employee and give constructive criticism. The manager should include at least one positive and one negative in every review. The manager should also keep it formal and leave personal matters at the door (don't go easy on someone because they are a friend, for example). Imagine a manager is a friend with one employee who is tardy twice per week. If another employee is fired for doing the same thing, a problem can arise later especially if it is revealed that the 'friend' wasn't even warned about being on time during performance reviews (and especially if differing races or sexes is involved).

During the performance review, the ...

Solution Summary

The solution answers four questions involving performance evaluations, salary surveys, changes to pension plans, and e-learning.