CH 8 Performance Appraisal
Performance Diagnosis
Managing the performance of employees is a vital—yet delicate—responsibility. One of the toughest aspects of performance management is assessing why someone is not performing well. Although it may be easy to spot who is not performing well, it is not always easy to diagnose the underlying causes of that person’s poor performance (such as their motivation, ability, and external constraints). But without a correct diagnosis, it is nearly impossible to fix the problem. Managers also need to coach employees to improve their performance.
Assignment
Following are descriptions of three different employees. Describe what the potential causes of poor performance for each of the following employees might be and solutions that could enhance the person’s performance.
1.Carl Spackler is the assistant greenskeeper at Bushwood Country Club. Over the past few months, members have been complaining that gophers are destroying the course and digging holes in the greens. Although Carl has been working evenings and weekends to address the situation, the problem persists. Unfortunately, his boss is interested only in results, and because the gophers are still there, he contends that Carl is not doing his job. He has accused Carl of “slacking off” and threatened his job.
2.Clark Griswold works in research and development for a chemical company that makes non-nutritive food additives. His most recent assignment has been the development of a non-nutritive aerosol cooking spray, but the project is far behind schedule and seems to be going nowhere. CEO Frank Shirley is decidedly upset and has threatened that if things do not improve, he will suspend bonuses again this year, as he did last year. Clark feels dejected because without the bonus he will not be able to make a down payment on the family’s swimming pool.
3.Tommy Callahan Jr. recently graduated from college after 7 years and returned home to Sandusky, Ohio. His father, Big Tom Callahan, the owner of Callahan Motors, offers Tommy a job in the auto parts factory that makes brake pads. The factory is in severe danger of going under unless sales of the company’s new brake pads increase dramatically. Tommy must go on the road with Richard (Big Tom’s right-hand man) in a last-ditch effort to save the company. But Tommy proves to be unfocused, inexperienced, and lacking in confidence. In sales call after sales call he meets with rejection, even when the prospect looks promising. Customers express some concern about a warranty on the brake pads, but Richard believes that Tommy’s inexperience and awkward approach are the big problems.
