HR Assignment#8

NOTE: Read this article to understand the topic and do not answer the discussion questions. !

FIRE ME WHY DON’T YOU? ! Objectives ! Learn that providing feedback to employees on a consistent basis is critical and necessary for performance improvement. ! Understand that even in a culture of coaching, some employees tend to blame others for poor performance. ! Learn that the best defense against having to dismiss an employee is hiring the right employee in the first place. Describe the process of a productive performance evaluation meeting. ! Identify the various signs to an unmotivated employee. ! Understand that constant documentation of employee performance and behavior is critical for decision making. !!! INTRODUCTORY NOTES !

Firing an employee is incredibly difficult, however, there are times when it has to be

done; and, as a manger, you may be the one chosen to do so (King, 2008). What is even more

difficult to digest as a manager is when an employee asks “you” to “fire them” especially since

they feel that no matter what they do it will not be good enough. On the one hand, some

companies feel that the employee should assume full responsibility for his or her own career, for

keeping their qualifications up to date, for moving to the next position level and most daunting of

all for achieving job satisfaction (Patch, Rice & Dreilinger, 1992). Other organizations, however,

create a climate and culture of coaching whereby they are interested in improving the ability of

their managers so they can improve their performance and prepare them for future roles

(Lindbom, 2007). This culture is one which a regular review of performance and just-in-time

feedback benefits everyone involved.

Feedback on performance is a necessary evil, giving it as a manager, and receiving it

from others (Craig, 2008). If done properly it can assist an organization with motivation and

morale and increased performance. If done poorly, it can cause long-term performance and

behavioral problems. Employees are satisfied and benefit mostly from performance appraisal

systems when supervisors are supportive and there is trust between the individuals involved in

the process (Whiting, Kline & Sulsky, 2008). The performance appraisal and providing

knowledge of results is often considered one of the most important human resource practices

(Boswell & Boudreau, 2002) and has increasingly become part of a strategic approach to

integrating Human Resource activities and business policies while assessing and developing

employees and distributing rewards (Kuvaas, 2007).

There are three opportunities according to McKay (2008) when as managers and leaders

we can do something about our employee’s performance: at the time of hiring (hire correctly in

the first place); through training and coaching; show poor performers the door. If a manager feels

they have hired an individual who does not have the right personality, mental ability and attitude

to do the job, no amount of training or coaching will matter.

A good leader must be able to both deliver rewards for good performance and

punishments for poor performance along with being able to rally the staff in an effort to achieve

an organization’s goals and objectives (transactional leadership and transformational leadership)

(Vigota-Gadot, 2007). Balancing a relationship with fairness and equity for employees is a key

element of success and motivation. If management finds itself in a position where there is a good

chance that dismissing someone is inevitable, make certain everything was done in an effort to

have supported the employee’s potential success: training, coaching, sharing of specific results,

communication and a series of performance appraisals listing actions needed for improvement

(Creveling, 2008).

At times, however, no matter what management or Human Resources does, some

employees are just not a match for the organization and they do not “own up to their deficiencies

or lack of performance.” Rare as it is, some employees also have their own agendas and may

want an organization to “fire them.” No matter what the cause, even with “at-will employees,” if

a manager finds him/herself in the untenable task of having to let someone go, do so with respect

and in a manner that keeps the employee’s dignity intact (Koeppel, 2007).

! PROFILES ! Paul Apel is the Second Shift Supervisor at Generations. He has been at the company for four years now and was promoted from the rank and file after two years. Paul has minimal experience as a supervisor and thus was afforded the opportunity to attend numerous training and development programs. Paul’s mom, Grace Cotter also works at Generations. ! Grace Cotter, Paul’s Mom has been with Generations for 25 years. She is a Union Shop Steward. Grace has always been a very dedicated employee and is competent in all of the various operations that go into the production of the clothing lines Generations is famous for. ! Jim Bausch, the Production Manager of Generations, was formerly an Industrial Engineer before he was promoted. Jim believes in mentoring and developing his employees and is supportive of the many educational programs available for those who want to move ahead in the company. Jim has a high level of trust in his supervisory staff. ! Judy Donato is the Human Resource Manager of Generations. Judy began her career at the company as an administrative assistant for Dennis Howell. As the company grew, however, there became a need for a Human Resource department. The respect that the employees have for Judy was proof enough she was the best candidate for the position.

! Joe Frazier is the other second Shift Supervisor at Generations. Joe keeps to himself and rarely collaborates with Paul on any production or quality matters. Joe’s performance is excellent and customers rarely have any complaints about product that comes from his departments. ! Dennis Howell is the Chief Operating Officer of Generations. Having come from the garment district in New York, Dennis is more than technically competent to do the job necessary for the customer Dennis rarely holds departmental meetings and usually lets Jim handle the “people” end of the business. ! Chang and Rosalina are employees on the Second Shift. They are very verbal in letting management know that something is wrong with the manner Paul treats their co-workers. ! Cindy Lampson is the attorney who Paul has hired to represent him. !!

GENERATION’S NEWEST SUPERVISOR

Paul Apel, a Supervisor at Generations, has been with the organization for approximately

four years. He was promoted from the rank and file after his second year with the company.

Generations is a clothing factory with one location in the Northeastern portion of the United

States. Being newly promoted, Paul was afforded a significant amount of training, development

and mentoring. The Human Resource department created with Paul and his manager, James

Bausch (Jim), a developmental plan. The plan outlined the competencies needed to be successful

on the job and the focus of training and education in order to achieve mastery in these necessary

skills and abilities. Paul was one of two supervisors on the recently enhanced second shift. Due

to an average 15% growth in business in the past three years, management decided to increase

the size of the workforce. Adding a larger second shift made sense since machinery and

equipment were readily available. Generations has a first shift also but it was at maximum

capacity. Manpower could not be added.

Paul held past positions of responsibility elsewhere as a prison and security guard. His

mom, Grace Cotter, has been with Generations for twenty-five years. During the last ten years,

Grace has been a union steward. Grace is a very dedicated, focused employee. She thought about

retiring a few times so she could spend her days with her grandchild, Paul’s son, but she decided

at 60 years old she’d rather keep active and work. Besides, Grace was a valued employee and

Generations appreciated this by rewarding Grace with out-of-contract bonuses and some extra

time off when needed. Recently, Grace underwent hip surgery. Generations accommodated her

due to the follow-up physical therapy which took place during work hours. Her physician told

her there would always be some residual pain but Grace forgets this while at work. Her pleasant

demeanor and knowledge of the product line is one of the many reasons why so many employees

of Generations want to work with and respect Grace. The admiration management has for Grace

surely played a part in the decision to promote Paul over other qualified non-Generations

candidates.

After two years as a supervisor of the 2nd shift, rumors about Paul began to make their

way to Jim. One such story noted that Paul is rarely seen, if at all, during the second shift. He

opens the shift up, sets up the various departments under his supervision, makes certain the work

is distributed appropriately according to the production schedule, and then either disappears into

his office or leaves the building. If an employee asks him a question, he either ignores the

employee or tells him/her to “do it the way they think they should do it.” There was additional

hearsay that Paul had a temper. He would yell at his employees for no apparent reason. Most of

the 2nd shift was Asian and Mexican.

During his first six months as a supervisor, Paul’s overall performance was rated as being

Outstanding. This is the highest rating an employee can attain. Following the next six months his

performance appraisal rating had dropped to a C+ (Competent Plus), which translates to

functioning above average. During his second year, however, Paul’s execution and the

productivity of his department during the 2nd shift began to deteriorate. Quality slipped and more

often than not when the first shift arrived the morning after, they needed to clean up and also re-

do some of the production orders because of errors made in sewing, cutting, and final pressing.

This caused a backlog in shipping to world-wide designers, distributors, and major department

stores that were waiting for the new seasonal clothing lines. Top Management trusted Middle

Management and the Supervisors. This trust resulted in an unwritten “hands-off” position toward

the second shift. “If it ain’t broke, don’t fix it” was the mantra of Jim and his first shift team.

Unfortunately, recent events had begun to show that things were not as rosy as once thought.

Several key areas were in need of immediate focus for Paul; external customer attention, change

mastery, leadership, work ethics, integrity, communication, internal customer focus, and

development of self and others. Human Resources consistently works with Paul on updating his

developmental plan. The recommendation was to provide another formal evaluation in three

then six months later to be certain improvement was noted in these critical competencies. Paul

expressed his dissatisfaction with this outcome but accepted the assessment none-the-less.

THE REPORTS CONTINUE

Jim and the Human Resource Manager of Generations, Judy Donato, continued to hear

the reports from employees that Paul was not a pleasant person to work with. One tale said that

Paul would not let employees go on their break unless they asked permission of him directly. Jim

also noticed the error rate was significantly higher than previous on the 2nd shift. A plan to visit

the 2nd shift unannounced was discussed between Jim and Judy. Each one did just this within the

next week. Jim and Judy noticed the same thing. Paul, when visited unannounced, was either in

his office reading the newspaper, on the telephone, or talking to the female coach of one of the

physically challenged employees. Generations had an agreement with the local Association of

Disabled Citizens (ADC). Generations hired individuals who were somewhat physically

challenged into jobs that were not too demanding. Accommodations were always made. This was

a part of their community relations goals and objectives. ADC provided assistance in the form of

a coach to help the employee(s) and also the company.

The visits did not appear to cause any concern for Paul. He always explained who he was

talking with and also why he might have been on the phone. The coach would immediately

leave Paul’s office when Jim or Judy arrived. Paul then would make his way into the plant and

spend time on the floor with his employees as if to ignore the visitors.

Several days passed and there was little positive change in the reports from other

employees. The scrap rate, productivity, and the quality coming from the 2nd shift were

unchanged. Additional information surfaced that reported Paul would now leave the building for

long periods of time with the ADC coach or another non-employee female who visited him. He

waited until he certain Jim or Judy were not showing up and then he would change his

personality, start his tyrants and leave. Nothing of this, however, was mentioned from the other

2nd shift supervisor, Joe Frazier. Joe’s employee’s never complained and their production results

were well on target if not exceeding standards. Jim and Judy chose not to discuss any of this with

Joe at this moment.

Judy and Jim began to investigate further what the grapevine was saying. Aside from

increasing the amount of times they visited or stayed long past the primary shift, they would ask

employees as they walked through the aisles during their visits, “How’s it going?” Usually they

got nothing but silence especially when Paul was walking around. There were at least six

occasions, during different times of the shift, within a three week period when they had arrived

and Paul was nowhere to be found. They waited for about an hour each time. Upon Paul’s return

he’d usually have a pizza box or a sandwich with him. His explanation was he went to get dinner

and there was a crowd which caused the delay. Paul would always walk in with the coach from

ADC.

! THE VISITS WITH THE TEAMS

Judy decided one evening to join one of the team meetings from the shift. These took

place on a bi-weekly basis. The teams would discuss projects, workloads, resources, processes,

etc. During the course of one of these meetings, Judy decided to ask bluntly how they felt they

were being treated by management. At first there was a deafening silence. Judy waited and asked

again if management was pleasant and helping them get their work done.

“Quite frankly,” Judy noted, “the quality and productivity of your team on the second

shift is not up to standards. Our customers are getting concerned about late shipments and shabby

workmanship. Some of them are considering leaving us and going elsewhere for their clothing.

That means layoffs if they do.” Soon the silence was broken and Chang, an expert seamstress,

interjected.

Chang: “He, Mr. Paul, yell at us. He no respect us, he tell us to take a hike when we ask

him for help. Mr. Paul say go back to work and do what you are hired to do and stop

complaining. Then he closes his door with that woman inside his office. We no see him

for long time. Every night this happens.”

Rosalina, another senior seamstress also broke into the conversation:

“All I know is Mr. Paul sometimes leaves his office, walks out the building with the

coach lady, and doesn’t come back for about two hours or more. It’s not our fault we are

not doing good. He never helps us. Our needles are dull, our machines need adjustments

and cleaning, and the cutting machine is not as sharp as it should be so our seams are off

the line.”

Judy: “Why didn’t anyone ever say anything before today?”

Chang: “We afraid of Mr. Paul. He yell at us and tell us to find another job if we no like

it here. Mr. Paul tells us there other people who he can get to do our jobs.”

Judy took notes as more information came from the team for the next 30 minutes or so all

with the same theme: Paul may not have been living up to the expectations set forth during the

performance evaluation. Judy decided that it was time to work with Jim on yet another plan to

get to the bottom of the second shift challenges. Customers were not happy, employees were

fearful, and with the increase of potential business coming to the company through some

excellent new designs, marketing, sales, and styles, Generations needed to put its house in order.

Judy and Jim put together what they hoped would be one last plan to get this part of the

shift back on track. The first action they took was to talk with Joe the other Supervisor. Joe

stated he was unaware of any of the problems employees claimed. Joe never heard any yelling or

threatening coming from Paul. He also never saw Paul leave the building except to smoke

periodically during employee’s break time or their lunch. Joe did admit Paul’s door was often

closed but he figured he was working on production related issues. Joe’s area of the factory was

located quite a distance from Paul’s section of the plant. The machines did make quite a bit of

noise also. A huge wall divided them and there were separate entrances that employees could use

if they so chose. Joe’s section and teams were extremely busy and he did admit he has had little

to no contact with Paul for months except to say hello in the beginning of the shift and at

debriefing meetings with Jim.

Another week had passed since the team meeting and more data came in from

Operation’s Information System. It all pointed toward additional errors, shabby quality

inspections, late shipments, elevated machine breakdowns, and increased customer returns.

Productivity dropped to less than 84% based upon standard. Overall it did not look good. Judy

and Jim agreed to meet with Paul formally and lay the facts out on the table in the form of

another formal performance review with yet one last follow-up plan to improve.

THE FINAL PLAN TO GET BACK ON TARGET

Two days after they received the operations data, Judy and Jim asked Paul if he would

join them as soon as he got his shift up and running. A little hesitant, Paul agreed. The three of

them met in the conference room on the production floor so they would be able to monitor the

factory just in case someone needed them. Jim began:

Jim: “Paul, we need to look at some of the recent numbers. They are not good and quite

frankly I am worried. We are all worried. Well-Mart, one of our largest customers is about

ready to pull the plug on our spring fashion line because of quality issues and late

shipments. Paul, help me understand what’s going on? During your last performance

review we put together a plan and you agreed to make some serious improvements. From

what these numbers say we seem to be going in the wrong direction.”

Paul: “Oh not this again, Come on people, you’re just picking on me again and honestly

I’m getting tired of this. In fact, to be honest with you, I think you’re harassing me. It’s

not my fault you gave me a bunch of incompetents out there. These people can’t sew for

nothing. Judy, where did you get them from? No matter what I do it’s not good enough

anyway. My best is just not good enough for this place. It’s the same thing over and over

again.”

Judy: “Paul, listen. I sat in on one of your team meetings from your shift last week. Your

employees told me about you yelling at them constantly, threatening to fire them, and

replacing them. Then they said you leave the building for long periods of time with the

coach from ADC, or you close your door with the coach from ADC and are nowhere to

be seen for the better part of the shift. We’re not sure what’s going on here Paul but as

Jim said the numbers are not good and if what the employees are saying about your

behavior, it may be inappropriate while here at work.”

Paul: “Oh yea you’re going to believe them over me now. Just like you both. I told my

mother to get out of here a long time ago. You don’t appreciate anything I do. And my

personal life is my personal life. If I want to go to lunch with a woman, that’s none of

your business.”

Jim: You’re right to a point Paul. We’re not making this personal. What you do on your

time is your business. What you do on company time and property is all of our business.

It appears you are taking a lot of company time to work or talk with this lady. We heard

that from more than just a few employees. She is supposed to be here to help coach her

employee. Let’s get back to these numbers Paul. What’s your take on why they are still

decreasing?”

Paul: “Hey Jim, no matter what I say it doesn’t matter. You’ve already made your mind

up. Give me the review will you? No better yet, why don’t you just fire me. That’s what

you want to do anyway. Fire me why don’t you?”

Jim: Looking very shocked at what he just heard. “Paul we have no intention of letting

you go at this moment. We want to talk with you about your performance as we have

been doing for months now. We want to share with you again some areas that need

improvement. You need to take some ownership of the problem. We want you to focus on

this and not blame everyone else. Judy’s staff will work with you on hopefully a last

development plan so you get back on track. I want to put someone on the shift with you

to lend a hand so he can help with the areas customers are concerned about.”

Paul: Becoming angrier, “I don’t need anyone to help me. Hey, this is ridiculous. You’re

just out to get me no matter what I do or say. Fire me why don’t you? I’m tired of this

already. I’ll just collect unemployment until I find another job. I can’t seem to please you

guys anyway. It’s my entire fault, right?”

With that Paul rose from his seat, went to the door, opened it, and left. As Jim and Judy

watched in utter amazement Paul walked out the exit door, got into his automobile and drove off

the premises.

Judy and Jim sat speechless. They had not expected this sort of reaction. They looked at

each other. Judy looking at Jim said, “Okay now what? One might consider this job

abandonment.”

DISMISS PAUL OR NOT?

Jim: “Well, if he wants us to fire him why not. Let’s do it.”

Judy: “What! We do that and we’ll end up with a lawsuit on our hands. This was a

performance review meeting and not a very good one at that. We did not come here to

dismiss Paul. Since when does an employee ask to be fired? Something’s up with this

guy and I don’t like it. ”

Jim: “I know Judy but I thought we can just let anyone go with or without cause. Didn’t

you say once we were an employer at will?”

Judy: “Sure try it some time. He used the big “H” word on us Jim. He’s looking for

something. I would not fire him, not just yet. I’d get him back in here and finish the

evaluation first then we can decide what to do.”

Jim: “Doubt that will ever happen. He left the building Judy remember? He abandoned

his job. You tell me we can’t let him go for that? Now who am I going to get to cover the

shift?”

Some more discussion took place. Judy and Jim waited a bit hoping Paul would return. Instead,

after about 30 minutes, the phone rang. It was Dennis Howell, the Chief Operating Officer.

Dennis: “Jim, it’s Dennis. I just spoke with Paul. He called me from his car. He said you

and Judy were pushing him around and harassing him about 30 minutes ago, telling him

he’s no good, that he curses at employees at night and said he is running around with

some lady from the ADC? What’s going on? We got a lot of product to get out of here.

Can I see you? Paul says he wants to meet with me and Judy also. I also got a call from

Grace, Paul’s mom. She’s also on her way up to my office. She says her son also called

her a few moments ago also and was really upset about the way he was being treated.

Grace said that she doesn’t know the whole story but has heard some rumors that the 2nd

shift doesn’t like Paul and wants a new supervisor because he’s too tough. I think we

better talk before we have a real problem on our hands.”

Jim, Judy and Dennis met. Jim explained what happened at the recent meeting they had

with Paul. He told Dennis they were just following the performance appraisal recommendations

they wrote a few months ago. Dennis was aware of the production numbers, the quality

decrement, and shipments being delayed from Paul’s teams. Dennis had been working with Jim

on this for quite some time. When Dennis heard that Paul wanted to be fired he was also quite

surprised. He agreed with Judy that something must be wrong. He planned to meet with Grace in

a few moments and had to get back to Paul about the meeting he asked for. Jim and Judy left

Dennis’s office.

AN ALTERNATIVE FOR PAUL

Paul did not show up for work the next two days although he had made a call and left a

message that he would be out ill. He also followed up with a phone call during the day to meet

with Dennis. Judy decided after the two days of call outs from Paul, to meet with General

Counsel and asked that a release agreement be drawn up providing Paul with a severance

package of four weeks pay if he signs and releases the company from any action. General

Counsel had no idea why Generations should do this. If the Supervisor was ineffective and if he

has not shown up for work the past few days then why not just let him go? Unless we have some

doubts that the stories are true from the employees? After a two hour meeting, Counsel decided

to agree. An agreement was created. Paul was contacted by Judy who left a message to meet

with Jim and her the following day. They wanted to discuss his request.

Paul showed up Wednesday. This time, however, he went directly to Dennis and wanted

to talk only with him and Judy. Dennis let Paul speak his mind and vent. He did not call Jim

immediately. Judy joined them and was surprised Jim was not present. When Judy raised the

concern about not having Jim in the meeting, Dennis ignored it and continued to ask Paul

questions. Paul reported to them both that he feels there is no hope and no future for him at

Generations, and that Jim is setting him up to fail. He again asked to be dismissed after a 30

minute discussion. When it appeared as if there was little hope to convince Paul to remain and

finish working through the performance evaluation, Judy shared with Paul the Release

Agreement. She asked if he would consider something like that. Paul asked to see it first. Paul

read it, signed it, and was handed a check for four week’s severance. A copy of the agreement

was given to Paul. He left the building.

Judy informed Jim later about the meeting and its result. He was not pleased that Dennis

held the meeting without him. He told Judy that undermines his authority and all the work he has

done with Paul. None-the-less Jim had no choice but to accept what happened and now needed to

make arrangements for a new Supervisor on the 2nd shift. Judy and Jim spoke to the teams on the

shift to inform them that Paul would no longer be coming to work and they would soon have a

new leader. For the time being though Jim would stay on the shift for a few hours and then Joe

would take over from the other end of the plant. Everything would work out just fine so have

patience. Jim gave some of the senior employees a bit more responsibility in the transition and

told them their compensation would be adjusted accordingly.

PAUL’S ATTORNEY

Two days following that meeting, Human Resources was contacted by an attorney, Cindy

Lampson, who reported she was representing Paul. This made little sense to Judy but she took

the call regardless. Since Jim happened to be with her she placed the telephone on conference so

he could listen and comment if need be. The conversation was a cordial one. Notes were

exchanged verbally. Paul’s attorney, Cindy Lampson, noted that Generations had no grounds to

dismiss Paul and they must reinstate him with full back pay. Paul was planning to pursue a

lawsuit for unlawful discharge and harassment against Generations. To say the least Jim and Judy

were again confused. Judy pointed out to Cindy that they were in possession of a release of all

claims that Paul signed in acceptance of four weeks of severance pay.

Judy: “Paul chose to resign. We accepted his resignation. The company was very

generous and provided him with a release and four week’s severance pay. I’m really not

sure why Paul is saying we dismissed him. The letter we have on file from Paul states, “I

am resigning my position as Supervisor of the 2nd shift of Generations effective

immediately.”

At that point, Cindy excused herself. She told Jim and Judy she needed a bit of time to

discuss this action of which she was unaware with Paul. She asked Judy to kindly fax a copy of

the release and Paul’s signed letter. Judy obliged. Cindy was never heard from again.

Later that same day Generations received a “Notice of Hearing” from the State Department of

Unemployment to be held on the behalf of Paul Apel. Apparently Paul had also filed for

unemployment benefits. Jim asked Judy “how can he collect if he chose to resign from his

position?” Judy was just as perplexed.

Because of their schedules, neither Jim nor Judy could appear in person. They made a

phone call and sent a follow-up letter stating their position with back up documentation. The

Unemployment Office phoned regardless on the date listed originally in their first

correspondence. As Jim and Judy were walking out the door to go to an off-site meeting the

receptionist stopped them. She told them there was an unemployment investigator waiting on the

phone to talk with them both.

The investigator would not take no for an answer, nor was she going to re-schedule the

hearing. She forcefully asked Judy for an explanation of the events that led up to the dismissal of

Paul. Judy continued to note that Paul was given numerous performance evaluations, had a

number of developmental plans and finally had voluntarily resigned. The company was in

possession of a signature on a resignation letter to that effect. The investigator noted she was also

in possession of the document. She then “demanded” that Judy fax over or deliver in person

immediately all appraisals and notes in Paul’s personnel file. Judy asked for identification and

informed the investigator of this inconvenience. If they wanted the file they could send along a

courier with a subpoena. Following 30 minutes of working up the chain of command, Judy

finally gave up and faxed 39 pages of information detailing Paul’s work history including

performance appraisals, warnings, development plans etc. they were all received by the local

Office of Unemployment.

Three work days later Generations received notice Paul was being awarded full

unemployment benefits with no penalty. The investigator noted in her report that Generations

forced Paul to resign against his will. It was not contestable.

DISCUSSION QUESTIONS

1. Would you have let him go as he is requested?

2. Would you have continued with the performance appraisal?

3. If you were the Chief Operating Officer and/or Judy, would you meet with him? If so, with or without Jim? Explain why? !

4. How might this situation have been avoided in the first place?

5. What are some of the areas of the performance appraisal process that might have broken down? !

6. If you were to meet with Paul that last time prior to signing the agreement of release of all claims, what might you have said and done? !

7. Why do you think Judy was reluctant to let Paul go as he so requested?

8. Was the four week’s severance package a good idea?

9. Do you agree with Office of Unemployment’s decision? Why or why not?

! !

Additional Resources

Craig, T. (2008, April). How to give feedback. Personnel Today, 31, ! Creveling, J.P. (2008). When it becomes necessary to fire an employee. Chemical Engineering, 115(2), 51-54. ! King, R. (2009). Firing employees is sometimes necessary. Snips, 78(1), 83 ! Koeppel, D. (2007, July 5). One key to a problem-free firing is dignity. New York Times (Late edition East Coast), p. C.5. Retrieved April 18, 2009 from Banking Information Source database. (Document ID: 1299540811). ! Kuvaas, B. (2007). Different relationships between perceptions of developmental performance appraisal and work performance. Personnel Review, 36(3), 378-397 ! Lindbom, D. (2007). A Culture of coaching: The challenge of managing performance for long- term results. Organizational Development Journal, 25(2), 101-106 . ! McKay, R. (2008). Zero tolerance for poor performance. NZ Business, 22(3), 22-23. ! Patch, F., Rice, D., & Dreilinger, C. (1992). A contract for commitment. Training & Development, 46(11), 47-51. ! Vigoda-Gadot, E. (2007). Leadership style, organizational politics, and employees’ performance: An empirical examination of two competing models. Personnel Review, 36(5), 661-683. ! Whiting, H.J., Kline, T.J.B., & Sulsky, L.M. (2008). The performance appraisal congruency scale: An assessment of person-environment fit. International Journal of Productivity and Performance Management, 57(3), 223-236.