The objective of this study is to critique and article concerning a court case or lawsuit related to discrimination or unjust dismissal by a performance management system.
It is reported in the work of Barrett and Kernan (1987) that in "Nord v. U.S. Steel (1985) the plaintiff successfully demonstrated that she had a record of good performance appraisals before she requested a promotion. After this request her appraisals became negative, which led to her eventual termination. The court reasoned that the downgraded evaluations after her promotion request were evidence of discrimination. Employers in the remaining 37 cases successfully defended their termination decisions." (p. 6) The court emphasized the necessity of "applying performance appraisal standards equally to all employees
Purpose of Performance Management
Miller (2015) writes "A performance appraisal itself may become the target of a lawsuit. Indeed, no evaluation system is completely immune to the risk of litigation. Even a well-designed system can subject an employer to various liabilities if it is poorly implemented or applied in an inconsistent manner. If they are well written and consistent, appraisals...
However, if poorly implemented they can support the plaintiff's position." (p. 1)
III. Analysis of Criteria and Methods Used for Performance Management Measurement
Barrett and Kerman, in their review of performance management measurements reported six specific points including: (1) Conduction of a "job analysis to ascertain characteristics necessary for successful job performance"; (2) Incorporation of "these characteristics into a rating instrument. Although the professional literature recommends rating instruments that are tied to specific job behaviors (i.e. BARS), the courts routinely accept less sophisticated approaches such as simple graphic rating scales and trait ratings. Regardless of method, written definitive standards should be provided to all raters"; (3) Training of supervisors for proper use of the instrument for rating; (4) Train supervisors to use the rating instrument properly; (5) There should be in place "formal appeal mechanisms and review of ratings by upper-level personnel"; and (6) Evaluations should be documented by the organization in addition to documentation of reasons for termination. (Barrett and Kerman, 1987, p. 11)
IV. Legal and Ethical Issues
The legal and ethical issues are clear for the employer as failure to set in place a solidified performance measurement system that is fair and properly implemented may result in large financial losses for the organization.
Barrett, GV and Kernan, MC…
Performance Management System Executive Report on Return on Investment Return on Investment (ROI) is among the outstanding accepted performance measurement as well as evaluation metrics employed in business analysis. When undertaken rightfully, ROI analysis has proved to be the most influential instrument for evaluating on hand information systems as well as coming up with well-versed pronouncements on software acquisitions as well as supplementary projects. A number of years ago, Return on Investment
Performance Management Plan - 1600 words develop a performance management framework recommend client. See 2 attachments email message instructions Traci Goldeman Performance management plan for Bradley Stonefield's limousine service Even small enterprises need comprehensive performance management strategies aligned to their stated interests and goals. The organization currently under analysis is a small, Austin-based limousine service with roughly 50 employees. Limousine service companies market themselves primarily upon their ability to cater to customer needs,
The evaluation of work performance of employees is a technical process which is comprehensively, systematically and continuously carried out by the immediate superiors. The evaluation is conducted to identify attitudes, job performance and behavior of the employee during the performance of their duties and functions. The evaluation is done at all levels of the organization starting from the top to bottom. One of the most common uses of the performance
Performance Management Summary of the Publication "Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics" by Gary Cokins offers a form of map for helping to assess the performance of a company, while maintaining a practical discussion of all the issues which confront an individual in the planning and measuring stage of performance improvement. Cokins is also able to issue a strong message about the necessity of installing predictive metrics in a
The other major advantage of the use of a pilot group for conducting evaluations and 360 degree feedback survey is it enables pilot participants to act as champions who promote the process in the rest of the organization. Using Rater Groups: When conducting evaluations and 360 degree feedback assessments, using small but relevant rater groups is one of the best methods. The consideration of the number of people to participate in
Again, the performance appraisal instrument will serve as the beginning and the end of the performance management system, providing both instruction and measurement of performance along the lines specifically devised by the management of the Cobran Medical Institute (Heathfield 2010). Such a custom-tailored system cannot help but make the Cobran Medical institute's strategic objectives more easily achievable. Conclusion Issues of appraisal instruments, training and development, and remuneration all have significant bearing