Appraising The Secretaries at Sweetwater U-Case 9

Chapter 9 Case Study: Appraising the Secretaries at Sweetwater U
1. Do you think that the experts’ recommendations will be sufficient to get most of the
administrators to fill out the rating forms properly? Why? Why not? What additional actions
(if any) do you think will be necessary?
o In our perspective, we do not believe that expert suggestions will be adequate to persuade
most administrators to properly complete the rating forms because: The administrators may
be influenced and persuaded to score "outstanding." The abilities and skills of secretaries
and clerks will not improve because of this. Few administrators want to offend their
subordinates; thus, they will hesitate to provide the best grades. The following extra
activities, we believe it will be required: Managers can choose from a variety of generic
characteristics, including communication, teamwork, know-how, and quality. Another
alternative is to evaluate performance in terms of the job's actual responsibilities. There
should be tools available for performance appraisals so that the administrator can make
informed decisions. Moreover, there should be performance appraisal software available so
that the administrator can simply enter the data and the authority can readily analyze the
final total score.
o We think the experts' advice will be not enough to persuade most administrators to
correctly fill out the evaluation forms. The managers would welcome the recommendation
to scrap Mr. Winchester's forced ranking system, but they would strongly oppose the idea
of not tying salary increases to appraisal forms because that is what they have always done
and the only way they believe they can pay competitive wages to secretaries. The issue of
providing invalid feedback to each secretary has been a long-standing practice, so it would
be absurd to believe that a training imbedded in the organization’s culture would simply
cease to exist based on a recommendation. Administrators must comprehend and value the
new procedure. Thus, Mr. Winchester will need to educate administrators on the new
process and why it is needed, then provide training to improve their appraisal skill, also
monitor the effectiveness of the new appraisal form to ensure that they are operating in a
way that aids in the success if organizational goals. Administrators must be made aware of
potential problems that may exist during the appraisal process, such as leniency or
strictness, bias, and central tendency, in order for appraisal techniques to be effective.
2. Do you think that Vice President Winchester would be better off dropping graphic rating
forms, substitute instead one of the other techniques we discussed in this chapter, such as a
ranking method? Why?
o Yes, because using graphic rating forms has several drawbacks, including unclear
standards, the halo effect, central tendency, leniency, bias, and so on. Instead, the ranking
method is far superior for achieving the desired result. Because in this system, employees
are ranked from best to worst in terms of a specific trait. The alternative ranking method
eliminates the need for a central tendency.
o As we read in the case, Rob Winchester decided to set a limit on the number of secretaries
who received anything above average. This new forced ranking system was implemented
because administrators were overly lenient when it came to ranking their employees.
However, the forced ranking system is very strict and unfair to those who have very good
staff. The new forced ranking method may foster unhealthy, cutthroat competition among
employees, undermining the system's distributive fairness. To keep the staff happy, the
budget for appraisal should be distributed fairly. Staff satisfaction is an important criterion
for any organization's success.
3. What performance appraisal system would you develop for the secretaries if yo were Rob
Winchester? Defend your answer.
o The primary goal of a performance appraisal system is to develop good performance from
employees and to increase output. Using a performance appraisal system allows employees
to see their current level of performance, and managers can gather information from
employees to help make their jobs more successful. These appraisals should be consistent
throughout the process and completed on time. There are various types of appraisals, some
of which include essays, standardized scales, the use of critical incidents, and management
by objectives. It is always preferable to select the appropriate format for your organization.
During an appraisal, the employee's job performance is evaluated to achieve improved
performance and identify any areas that require improvement. Clear goals should also be
established for this appraisal system so that get on the same page. These goals should be
attainable, and they should be adjusted to meet the needs of individual employees so that
the employee has a better chance of achieving their goals. Following these appraisals, there
should be some sort of reward system in place for employees who have demonstrated
exceptional performance or have shown substantial improvement; this will help the
employee strive to achieve their goal in a way that they can be proud of themselves. Having
the employee engage in their own appraisal is also a great way to get the employee's own
views and opinions on where he/she is strong and weak, which helps them see themselves
grow or decline in their job performances and be much more involved with the entire
process.

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Chapter 9 Case Study: Appraising the Secretaries at Sweetwater U

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