WK7 ASSIGNMENT

MGT55320190505117 - MGT553 PerformanceConsultingPersComm (08-MAY-19 - 02-JUL-19 [5117])

Week 7 Assignment

Gregory Shaverson Wed, Jun 19 2019, 11:57 AM 100% highest match Submission ID: d60dbf11-a01c-4989-8f6d-62ab96f59e8e

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• Wk7 Assignment.docx 100% Word Count: 636

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Wk7 Assignment.docx

Running head: PERFORMANCE 1 PERFORMANCE 2 Case Scenario Case Scenario The most striking point in this scenario is that the union’s collective bargaining covenant has “decoupled compensation from performance” (Hale, 2007). This means that the worker performance cannot be incentivized through benefits and compensation. This results to the assumption that without anything to gain it would be meaningless to appraise the performance of the workers. 1 Besides, even from the union’s perspective, having performance metrics in hand, especially if they are trending up, can only strengthen their position at the next negotiation of the collective bargaining agreement. However, it is also clear that the HR director erred in deciding to evaluate the effectiveness of the performance appraisal process by indexing that supposed effectiveness to the number of managers who adopted the process. That metric is useful only if the frequency of adoption is a proxy for gains in performance, a line of reasoning in need of clarification and exposition. One way for the HR director to flesh this out would be to obtain an understanding of why some managers were adopting the new performance appraisal process and why some were not. If the municipality’s managers are in fact concerned with the performance of their units, the survey would presumably point to ways the managers think the new process helps or does not help them get a handle on the productivity of their employees. The advantage of this would be that the survey would provide invaluable feedback, with which the performance appraisal process could be tweaked to address the concerns of the non-adopters and build upon the positives as seen by the adopters. The takeaway is that it is not entirely correct to assert that “the number of managers using the form has no bearing on productivity” (Hale, 2007) – the number of managers adopting the new process could serve to evaluate the process’ effectiveness, but only with some auxiliary development. As Hale points out, the most straightforward metric for determining the value of the new appraisal process would be to measure “whether performance had improved” (Hale, 202). But, perhaps just as clearly, there seems to be something wrong with the reasoning implicit in that response. It seems shortsighted to apply the broad desideratum of improved performance to the seemingly more fundamental prerequisite initiative of becoming better able to measure performance (Hale, 2007). Assuming many additional criteria are required to evaluate the value of the HR director’s new appraisal process. Given that the ‘industry’ in question is a municipality, relevant productivity and people performance metrics are to be found in, for example, time-at-task, attainment of objectives, and rework. For example, if the municipality receives a call about a broken water line, the time-at-task involved in repairs, the successful repair, any need for rework, plus response time, all represent the expression of productivity or lack thereof, (Hale, 2007). Likewise, the municipality may also measure productivity in terms of customer satisfaction such as by way of perceptions and opinions expressed in the media, and by the number of complaints received; similarly, employee satisfaction, in terms of morale, grievances, and turnover and retention can point to improvements brought about by other organizational factors such as a new employee performance appraisal process. It is difficult to address this concern because the specifics of the HR director’s new process are left unstated. Consider, however, that measuring the effectiveness of the new process via the extent of its adoption by managers starts to make a little more sense if the basic metrics just mentioned such as time-at-task, complaints, turnover among others are already in place. As with almost everything performance related, the details are vitally important (Hale, 2007). References Hale, J. (2007). 2 The performance consultant's field-book: 1 Tools and Techniques for improving organizations and people. John Wiley & Sons.

Citations (2/2)

1. 1 Another student's paper
2. 2 Another student's paper

Matched Text

Suspected Entry: 100% match Uploaded - Wk7 Assignment.docx Besides, even from the union’s perspective, having performance metrics in hand, especially if they are trending up, can only strengthen their position at the next negotiation of the collective bargaining agreement Source - Another student's paper Besides, even from the union’s perspective, having performance metrics in hand, especially if they are trending up, can only strengthen their position at the next negotiation of the collective bargaining agreement Suspected Entry: 75% match Uploaded - Wk7 Assignment.docx However, it is also clear that the HR director erred in deciding to evaluate the effectiveness of the performance appraisal process by indexing that supposed effectiveness to the number of managers who adopted the process Source - Another student's paper However, it is also clear that the HR director erred in deciding to evaluate the effectiveness of the performance appraisal process by indexing that supposed effectiveness to the number of managers who adopted the process – that metric is useful only if the frequency of adoption is a proxy for gains in performance, a line of reasoning in need of clarification and exposition Suspected Entry: 65% match Uploaded - Wk7 Assignment.docx That metric is useful only if the frequency of adoption is a proxy for gains in performance, a line of reasoning in need of clarification and exposition Source - Another student's paper However, it is also clear that the HR director erred in deciding to evaluate the effectiveness of the performance appraisal process by indexing that supposed effectiveness to the number of managers who adopted the process – that metric is useful only if the frequency of adoption is a proxy for gains in performance, a line of reasoning in need of clarification and exposition Suspected Entry: 100% match Uploaded - Wk7 Assignment.docx One way for the HR director to flesh this out would be to obtain an understanding of why some managers were adopting the new performance appraisal process and why some were not Source - Another student's paper One way for the HR director to flesh this out would be to obtain an understanding of why some managers were adopting the new performance appraisal process and why some were not Suspected Entry: 96% match Uploaded - Wk7 Assignment.docx If the municipality’s managers are in fact concerned with the performance of their units, the survey would presumably point to ways the managers think the new process helps or does not help them get a handle on the productivity of their employees Source - Another student's paper Assuming that the municipality’s managers are in fact concerned with the performance of their units, the survey would presumably point to ways the managers think the new process helps—or does not help—them get a handle on the productivity of their employees Suspected Entry: 100% match Uploaded - Wk7 Assignment.docx The advantage of this would be that the survey would provide invaluable feedback, with which the performance appraisal process could be tweaked to address the concerns of the non-adopters and build upon the positives as seen by the adopters Source - Another student's paper The advantage of this would be that the survey would provide invaluable feedback, with which the performance appraisal process could be tweaked to address the concerns of the non-adopters and build upon the positives as seen by the adopters Suspected Entry: 72% match Uploaded - Wk7 Assignment.docx The takeaway is that it is not entirely correct to assert that “the number of managers using the form has no bearing on productivity” (Hale, 2007) – the number of managers adopting the new process could serve to evaluate the process’ effectiveness, but only with some auxiliary development Source - Another student's paper The takeaway is that it is not entirely correct to assert that “the number of managers using the form has no bearing on productivity” (Hale, 2007, p Suspected Entry: 89% match Uploaded - Wk7 Assignment.docx As Hale points out, the most straightforward metric for determining the value of the new appraisal process would be to measure “whether performance had improved” (Hale, 202) Source - Another student's paper Certainly, as Hale points out, the most straightforward metric for determining the value of the new appraisal process would be to measure “whether performance had improved” (p Suspected Entry: 100% match Uploaded - Wk7 Assignment.docx But, perhaps just as clearly, there seems to be something wrong with the reasoning implicit in that response Source - Another student's paper But, perhaps just as clearly, there seems to be something wrong with the reasoning implicit in that response Suspected Entry: 94% match Uploaded - Wk7 Assignment.docx It seems shortsighted to apply the broad desideratum of improved performance to the seemingly more fundamental prerequisite initiative of becoming better able to measure performance (Hale, 2007) Source - Another student's paper It seems shortsighted to apply the broad desideratum of improved performance to the seemingly more fundamental prerequisite initiative of becoming better able to measure performance Suspected Entry: 73% match Uploaded - Wk7 Assignment.docx Assuming many additional criteria are required to evaluate the value of the HR director’s new appraisal process Source - Another student's paper For the final section of this report, however, let’s assume many additional criteria are required in order to evaluate the value of the HR director’s new appraisal process Suspected Entry: 68% match Uploaded - Wk7 Assignment.docx Given that the ‘industry’ in question is a municipality, relevant productivity and people performance metrics are to be found in, for example, time-at-task, attainment of objectives, and rework Source - Another student's paper Given that the ‘industry’ in question is a municipality, relevant productivity and people performance metrics (p Suspected Entry: 92% match Uploaded - Wk7 Assignment.docx For example, if the municipality receives a call about a broken water line, the time-at-task involved in repairs, the successful repair, any need for rework, plus response time, all represent the expression of productivity or lack thereof, (Hale, 2007) Source - Another student's paper For example, if the municipality receives a call about a broken water line, the time-at-task involved in repairs, the successful repair, any need for rework, plus response time, all represent the expression of productivity – or lack thereof, as the case may be Suspected Entry: 69% match Uploaded - Wk7 Assignment.docx Likewise, the municipality may also measure productivity in terms of customer satisfaction such as by way of perceptions and opinions expressed in the media, and by the number of complaints received Source - Another student's paper 209), such as by way of perceptions and opinions expressed in the media, and by the number of complaints received Suspected Entry: 71% match Uploaded - Wk7 Assignment.docx similarly, employee satisfaction, in terms of morale, grievances, and turnover and retention can point to improvements brought about by other organizational factors such as a new employee performance appraisal process Source - Another student's paper 2009) can point to improvements (or declines) brought about by other organizational factors – such as a new employee performance appraisal process Suspected Entry: 100% match Uploaded - Wk7 Assignment.docx It is difficult to address this concern because the specifics of the HR director’s new process are left unstated Source - Another student's paper It is difficult to address this concern because the specifics of the HR director’s new process are left unstated Suspected Entry: 96% match Uploaded - Wk7 Assignment.docx Consider, however, that measuring the effectiveness of the new process via the extent of its adoption by managers starts to make a little more sense if the basic metrics just mentioned such as time-at-task, complaints, turnover among others are already in place Source - Another student's paper Consider, however, that measuring the effectiveness of the new process via the extent of its adoption by managers starts to make a little more sense if the basic metrics just mentioned—such as time-at-task, complaints, turnover, etc.—are already in place Suspected Entry: 87% match Uploaded - Wk7 Assignment.docx As with almost everything performance related, the details are vitally important (Hale, 2007) Source - Another student's paper As with almost everything performance-related, the details are vitally important Suspected Entry: 100% match Uploaded - Wk7 Assignment.docx Tools and Techniques for improving organizations and people Source - Another student's paper Tools and Techniques for improving organizations and people Suspected Entry: 100% match Uploaded - Wk7 Assignment.docx John Wiley & Sons Source - Another student's paper John Wiley & Sons Suspected Entry: 100% match Uploaded - Wk7 Assignment.docx The performance consultant's field-book Source - Another student's paper The performance consultant's field book