You are the Director of Human Resources for a prosperous Travel Agency "Destination Adventure!" The company has been so successful that in the past two years the number of employees within your company has tripled and many of the company policies need to be changed. After a recent review you've discovered one of those is the company "performance appraisal/performance evaluation" program.
It appears many managers and supervisors are being inconsistent in the way they rate or evaluate their employees. You want to identify and head off any potential problems.
Your preliminary analysis has discovered it's not a process or administrative issue but the way in which your managers and supervisors rate and measure their employee's performance. Before you can take any corrective actions (training, etc.) it will be important for you to do two things:
(1) identify specific problems and
(2) come up with solutions to those problem to prevent them from reoccurring,
Identify and describe a minimum of 3 problems, relating to decision making that occur when managers complete performance reviews. Since the focus of our class is on decision making focus on problems that relate to decision issues in your findings. Be sure you identify each problem separately (don't put all your findings in a single large block paragraph).
Provide specific suggestions for each of the problems you identified so that supervisors can eliminate or reduce each of the problems identified. Try to avoid "general" recommendations as they rarely cover or help correct all the problems you will identify.
Please help me by citing the references in text as well as at the end.© BrainMass Inc. brainmass.com March 4, 2021, 8:46 pm ad1c9bdddf
Please see attached document.
Situational problem relating to decision making and performance reviews
The best performance reviews let managers and employees communicate, share ideas, opinions, and information. Unfortunately, most traditional reviews put managers into the position of uncomfortable judges, basically telling employees how their work either fit the bill or didn't. Because of this, some if not most traditional reviews are no better than the manager's off-the-cuff judgments, and some may be illegal.
Because of these problems, new types of reviews are coming into play. Most require that evaluations be done not for raises, promotions, or bonuses, but for growth, development, and communication. The most important aspect in every case is communication between the employee and other people, instead of one-way communication, for higher performance.
Performance reviews are typically approached with a lot of anxiety by both managers and employees. Managers tend to put off preparing for performance reviews because they can be an emotional issue. They also tend to rush through them to get them over with. This isn't fair to employees, and is bad for morale even if the overall performance is rated positively or above average. A quick, sloppy employment review sends a negative message. The person being reviewed will feel as though he or she is not important and that you really don't care about them.
Large companies generally have highly specific criteria for reviewing the performance of employees. Small companies ...
Solution includes an analysis of problems relating to employee performanc reviews. It includes specific problems and solutioins to prevent them from reoccuring. References are also included.