Performance appraisals combine a variety of different venues within each evaluation. Team ratings, supervisor observations, self-rating, multi-source rating, etc. However, attitude and perception can also be built into an evaluation system, as well. First, identify and describe the influence of attitude and perception on performance overall. Second, how should attitude and perception be built into an evaluation process? What are the legal pitfalls of doing this? Fairness issues? Measurable issues?
POST 1: Performance appraisals combine a variety of different venues within each evaluation. Team ratings, supervisor observations, self-rating, multi-source rating, etc. However, attitude and perception can also be built into an evaluation system, as well.
First, identify and describe the influence of attitude and perception on performance overall.
Performance appraisals can be influenced by the attitude and perception of both the employee and the supervisor. These may be negative or positive depending upon the circumstances. The employee may perceive his or her performance as exceptional while his or her supervisor may feel the employee is only developing, or not yet fully performing. Some of the reasons that performance is viewed so differently is due to the employee and the supervisor having very different views on what constitutes the varying degrees of performance. Some of the things that could be done to improve this perception and bring both the employee and the supervisor into agreement upon what is expected is a clear job description as well as clear expectations as to what it would take to be Exceptional, Exceeds Full Performance, Performing, and Developing, etc. When a clear picture is given, it is easier for the employee to have a goal, and it makes it more difficult for the supervisor to “bait and switch”.
Some of the other things that affect performance are “rater bias”, which occurs when a manager has a bias based on his or her own ideas about something to do with the employee, such as age, gender, religion or something else. Flynn suggests that when these biases occur, the manager’s supervisor should be involved in the process before the manager meets with the employee (p. 197, 2007). The opposite of this is the “halo effect” which occurs when a manager rates an employee higher based on a certain characteristic, while ignoring the big picture.
Second, how should attitude and perception be built into an evaluation process?
According to Flynn all organizations should utilize employee evaluation processes in order to meet the objectives of both the employee and the organization, for administrative uses and developmental uses (pgs.185, 189, 2007). Evaluations should be done in a fair and concise manner so that the employee is fully aware of what is expected of him or her before the evaluation, and in a timely manner so that he or she has time to fulfill the expectation, then the employee can enter in the evaluation with confidence and pride, knowing that they will have a great review. This could be accomplished through developing a performance improvement plan, in which the employee and the manager meet at the beginning of the year, discuss the action plans and make sure they are SMART goals; Specific, Measurable, Achievable, Relevant, and Timely, then they should discuss what those things entail and examples of what would be a full performing goal versus an exceptional goal. This will give the employee a solid idea of what needs to be done, and he or she can be confident in achieving the goals. The manager should meet with the employee throughout the year to discuss progress and assist if necessary. The employee will also be measured on his or her performance of job duties, how well they follow directions, attendance and punctuality, respectability, and ethical practices, such as honesty, regard for others, and ability to accept responsibility (Flynn, et. Al., p. 195, 2007)
What are the legal pitfalls of doing this? Fairness issues? Measurable issues?
The legal implications of performance appraisals are mainly pertaining to protecting the rights of employees and to adhere to the legal requirements of employers. Flynn lists the main legal concerns as “serious discipline or demotion interventions, public policy issues, contractual issues and tort liability issues, which are the main basis for employee claims against employers (p. 189, 2007). It is important the performance evaluation provide feedback and suggestions on improvement, as well as being constructive and supportive. In order to be fair, the manager should avoid using only recent criteria to rate the employee, and not be lenient or strict across the board. They should not be biased or rate the employee well unless they consider the entire performance of the employee. The employee should be free to voice his or her opinions and feel free to communicate with the manager honestly regarding the performance review. Lastly, it is very helpful to develop an improvement plan for the next year to give the employee guidance about working toward improvement. Even the best employee can improve on something.
References Flynn, W. J., Mathis, R. L., Jackson, J.H. (2007). Healthcare Human Resource Management, Second Edition. Mason, OH: South-Western Cengage Learning.
POST2: To have a satisfactory job performance, job criteria identify factors employers must meet. These criteria are trait-based, behavior-based and results-based. “Trait-based criteria identify subjective personal traits, such as having a positive attitude, that may contribute to job success. Behavior based identify behaviors, such as persuasion skills, that may lead to successful completion of job expectations. Results-based are, things such as, completing projects of time.” as stated in Resource Management, p . General conduct is considered in the appraisal process. Most companies have a code of conduct listed in their employee handbook which employees must adhere to. The code of conduct may include, performance, supervision, attendance and punctuality, drugs and alcohol, confidentiality, respect, professional responsibilites and ethical practices. Manager and HR must follow all legal requirements that affect the rights of employees and employers. Legal issues to consider are discrimination, public policy issues, contractual issues and tort-liability issues.
References Flynn, W. J. , Mathis, R. L. , Jackson, J. H. , & Langan, P. J. (2007) Healthcare Human Resource Management (2nd Edition ed.). Mason, OH: South-Western
Week 5 Discussion – Prompt 2
Chapter 10 focuses on many important factors to the healthcare environment. As healthcare providers, the need to work together is a must. One of the difficult issues managers often face is that of the “difficult employee,” which actually ties back to the areas of employee recruitment and selection, as well as the legal liabilities of negligence in hiring. Discuss this issue with an HR specialist in your organization. Prepare several questions which you can ask regarding the practices of handling a difficult employee. In your post, mention the title of the HR person you interviewed, the specific questions you asked, and their responses.
POST3: Interview with Mirna Borkman, Talent Department Partner 7/25/14
Susan: Mirna, what should a manager do when they have a difficult Stakeholder?
Mirna: All managers have to deal with difficult Stakeholders at one time or another. Many times, it is more of a misunderstood Stakeholder than a “bad” Stakeholder. They may have undesirable behaviors because of something difficult going on in their lives or they are hurt or angry about something. It is important to give them an opportunity to let us know what is going on so we can help them; take a step back to evaluate each situation for the unique situation it is.
Susan: What is the best way to approach a situation with a difficult Stakeholder?
Mirna: I feel the best way to handle and approach the situation is to first evaluate what is going on, assess the facts. Do not rely on gossip or rumors, and give the Stakeholder a chance to tell his or her side of the story. If more than one person is involved, make sure to ask them to give you all of the details as well. Do not let a bad situation go on for too long, it is important to act quickly but make sure you have all your facts straight before speaking with the Stakeholder.
Susan: What if the Stakeholder gives you more information that you hadn’t previously considered?
Mirna: A good manager will develop a plan; you must plan the confrontation in a quiet private place, and don’t assume the inappropriate behavior is caused by negative intent. It may be from fear, confusion, lack of motivation, personal problems, or something else. It is important to deal with the behavior, and not the Stakeholder. It is best to use “I” instead of “you” when confronting the Stakeholder because you want to give him or her a chance to develop a solution to the problem. Then the Stakeholder can be part of developing the solution. It is important to actively listen to what they have to say and stay positive and non-judgmental. Try to remain calm, impartial and do not interrupt them. If you are able to determine the real reason for the inappropriate behavior, you stand a better chance of resolving with the Stakeholder’s buy in.
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