Answer:
Cindy remarks that although performance evaluation can be uncomfortable for both managers
and employees, failure to accurately and honestly evaluate performance is never a good choice.
She recalls the time that a supervisor, Annette, came to see her.
“I want to fire Christine,” Annette said angrily. “She entered the wrong invoice numbers again, and
now I have to stay and correct her mistakes—again!”
“Is this common?” Cindy asked. “Have you expressed your concerns or initiated a performance
improvement plan?”
“She does it all the time, but I usually don’t catch it until after she is off for the day,” Annette
replied. “By morning, it doesn’t seem worth my time go over it with her.”
“How about her performance evaluation?” she asked next. “Have you brought Christine’s poor
performance to her attention at her annual evaluation?”
“Well, no, I always give all my employees a satisfactory rating—it’s easier that way,” answered
Annette.
Without ever bringing Christine’s unacceptable performance to her attention and thus giving
her a chance to change, firing or otherwise severely disciplining Christine at this point would be
questionable. How can this problem be avoided? In Chapter 8, you will learn how to create and
utilize a performance evaluation process that works.
Explanation:
PERFORMANCE MANAGEMENT SYSTEMS
After we have recruited, selected, and trained employees, we must evaluate how well they
perform their jobs so they know how they are doing. Therefore, performance evaluation is
an important part of the jobs of managers and HRM staff.1
We need to figure out how to
manage employees’ performance over time to ensure that they remain productive
