Foundations of Business (MindTap Course List)
6th Edition
ISBN: 9781337386920
Author: William M. Pride, Robert J. Hughes, Jack R. Kapoor
Publisher: Cengage Learning
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Chapter 9, Problem 11DQ
Summary Introduction
To determine: The actions to be taken if an operations employee with six years of experience on the job refused ongoing training and ignored performance feedback.
Introduction: A performance feedback interview is a formal exchange process between a worker and their manager. It is outstanding amongst other courses for a employee to build efficiency and change work propensities.
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As a manager, what actions would you take if an operations employee with six years of experience on the job refused ongoing training and ignored performance feedback?
Implement an Employee Performance Program
You have been hired as the new General Manager (GM) of a casual dining property, such as Bone Fish Grill, Red Lobster or Olive Garden. Your Direct Report (boss/District Manager) has told you to implement the corporate Employee Performance Evaluation program. Apparently, your predecessor did not have the program in place.
You have about 40 – 50 staff on the property, including a team of managers – Chef, FOH manager, and shift supervisors. The corporation uses a Graphic Rating Scale and expects managers to evaluate staff every year.
Questions:
1.Introduction: As the new GM, do you think implementing an employee performance evaluation system is a good idea? Why or why not? What is the purpose of Performance Appraisals?
2.Steps: What steps do you need to take to implement this system? How long will it take?
3.Methods (types) of Review Forms: What is a Graphic Rating Scale? Will you use Self-Evaluations, Peer Evaluations, 180 Staff evaluations of…
Identify and describe five (5) negative consequences associated with low-quality and poorly implemented performance management systems.
Chapter 9 Solutions
Foundations of Business (MindTap Course List)
Ch. 9.1A - Prob. 1CCCh. 9.1A - Identify the activities associated with each...Ch. 9.1A - Prob. 3CCCh. 9.2C - Prob. 1CCCh. 9.2C - Prob. 2CCCh. 9.2C - Prob. 3CCCh. 9.3 - Prob. 1CCCh. 9.3 - Prob. 2CCCh. 9.4 - Prob. 1CCCh. 9.4 - Prob. 2CC
Ch. 9.4 - Prob. 3CCCh. 9.5C - Prob. 1CCCh. 9.5C - Prob. 2CCCh. 9.5C - Prob. 3CCCh. 9.6D - Prob. 1CCCh. 9.6D - Prob. 2CCCh. 9.6D - Prob. 3CCCh. 9.6D - Prob. 4CCCh. 9.7C - Prob. 1CCCh. 9.7C - Prob. 2CCCh. 9.8B - Prob. 1CCCh. 9.8B - What methods are used?Ch. 9.8B - Prob. 3CCCh. 9.9I - Prob. 1CCCh. 9.9I - Prob. 2CCCh. 9.9I - Prob. 3CCCh. 9.9I - Prob. 4CCCh. 9 - Prob. 1DQCh. 9 - Prob. 2DQCh. 9 - Prob. 3DQCh. 9 - Prob. 4DQCh. 9 - Prob. 5DQCh. 9 - Prob. 6DQCh. 9 - Prob. 7DQCh. 9 - Prob. 8DQCh. 9 - Prob. 9DQCh. 9 - Prob. 10DQCh. 9 - Prob. 11DQCh. 9 - Prob. 12DQCh. 9 - Prob. 13DQ
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- Scenario 3 The management team is concerned about the continuing performance of one of employees in your department. The employee is a single mother, African-American, and has worked at the company for 10 years. She had worked the same job for 9 of those years, but this past year was hired into your department and is still within her 1-year probation period. She continues to struggle to do the job and is on an improvement plan. Unfortunately, she is not improving, and the process may lead to termination. You are aware that various aspects of employment law can come into play (At-Will clauses, discrimination, BUSS410 – Portfolio Project 3 documentation, etc.). Explain to the management team their responsibilities in this type of situation. Describe some goals and outcomes for the employee that can help improve their behavior (be specific). Provide some options and possible repercussions of this behavior to your colleagues. Discuss what you feel was the most appropriate…arrow_forwardSuggest how to improve the weaknesses of the performance management process with reference to an effective performance management system (EPMS).arrow_forwardIs there any necessity to train new employees in how to handle the customers?arrow_forward
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- Describe the advantages of using a balanced scorecard to measure and control organizational performance. Suppose you created a balanced scorecard for a major supermarket in your country. What specific customer service measures would you include?arrow_forwardWhich exempt status of executive, professional, or administrative jobs is the case. Is the job exempt or non-exempt? Why or why not? Cheryl Wiley was promoted from auto damage appraiser to auto damage adjuster after being employedwith Auto Insurance for three years. In her former position as auto damage appraiser, she worked atone of Auto Insurance’s drive-in locations inspecting damaged cars that remain in drivable condition.She performed this job under close supervision and all of her work had to be approved by thesupervisor. The job was considered non-exempt and Wiley received overtime pay whenever sheexceeded her required work hours.In her new position as auto damage adjuster, Wiley had responsibility for “assessing, negotiating, andsettling automobile damage claims.” She spent a majority of her time appraising damaged vehicles andestimating repair costs, but also negotiating and settling claims with body shops over repair costs andwith claimants over total loss vehicles. An auto…arrow_forwardDiscuss the advantages and disadvantages of different performance measures with examples.arrow_forward
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