1. Why do you think Bill Martin is so concerned about his meeting with his area manager? Should he change the rating methods he uses to evaluate his employees? Why or why not?
2. What are some of the benefits Bill Martin’s employees get from their performance reviews? What are some drawbacks?
3. What could Bill do to improve the performance evaluation process in his store?
What are the legal issues Martin and other supervisors need to consider in conducting performance appraisals? Develop a list of guidelines Bill could follow to avoid legal problems
Reading
➤ Case 12-B: Performance Appraisal at the Athletic Shoe Shop
At the Athletic Shoe Shop, formal performance apprais-
als are conducted annually. Each supervisor is expected to
conduct a performance review for every employee during
October—in time to recommend end-of-the-year employee
bonuses. As a supervisor, it is essential that Bill Martin
take this responsibility seriously.
After Bill and his area manager discuss the review for
each employee in his store, Bill is expected to sit down
with each employee individually to go over their per-
formance review. He is expected to have these appraisal
feedback meetings during November. This face-to-face
meeting gives each employee feedback about performance
and also addresses areas of performance that could be
improved.
The company uses a standard form to evaluate
employees. The form was developed by a group of employees representing all levels of workers in the company. It includes
the following elements: job knowledge and skills, quality of
work, productivity or quantity of work, following company
policies and procedures, planning and organizing work, pri-
oritizing work assignments, communication in speaking and
writing, attitude toward job, teamwork and working with
coworkers, cooperation and loyalty, adaptability to change,
dependability and punctuality, and initiative and resource-
fulness.
It is now time for Bill Martin to evaluate his employ-
ees. He really doesn’t like this aspect of his job because
it is so hard to be objective. He distinctly remembers last
year’s meeting with his boss, Leslie Hines. Bill can still
hear her saying, “It is remarkable that all of your employ-
ees rate so high in all areas. How can this be?” Bill knew
that he had difficulty responding to her not-so-subtle
way of telling him he was not adequately evaluating his
personnel. He didn’t want a repeat performance of that
incident this year.
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