Reference no: EM13809677

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? Case: Performance Appraisal at the Athletic Shoe Shop

At the Athletic Shoe Shop, formal performance appraisals 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 performance 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, prioritizing 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 resourcefulness.

It is now time for Bill Martin to evaluate his employees. 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 employees rate so high in all areas. How can this be?" Bill knew that he had difficulty responding to her not-so-subtleway of telling him he was not adequately evaluating his personnel. He didn't want a repeat performance of that incident this year.

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.