Tan, Allaine 09/09/2021

Torres, Paulo G. 4BSBA2

Visande, Raechel Leigh

Case Study: Dependable Cleaners Expands it Business

A. What performance management system should Marie adopt for her company? Describe how
the system will work. (Answer Design issues: purpose, raters, when rating will be conducted,
criteria for rating; how rating will be done) (10 pts).

Behavioural Observation Scale Method

According to the Dependable Cleaners Case Study, there are main problems that affect
the employees’ work performance in delivering excellent and outstanding results. Firstly, the
salary base of DC employees is based on the market rates. Meaning, the employees’ salary
would be based on the average salary rates according to the market .

Secondly, there is disproportionality of distribution of payment or salaries amongst men

and women of DC employees. Mr. Luna believes that DC men employees should earn more
than women since they are mostly the head support of the family while women only contribute to
family income.

Thirdly, Ms. Marie Luna also observed that the majority of DC employees spend most of
their time smoking and socializing outside the building. As a consequence, the group assumes
that Ms. Marie Luna this type of behaviour would lessen the work productivity and the delivery of
tasks in an efficient manner.

Lastly, given that Mr. Luna expects that DC employees to achieve high productivity,
excellent, and punctuality of attendance job duties and responsibilities, Ms. Marie Luna must
create a firm performance management policy in the workplace to acknowledge and understand
how each employee's performance is properly measured and evaluated, determine what
constitutes a good work performance, and how rewards or bonuses are decided and distributed
fairly to every employee.

The group would suggest Ms. Marie Luna to adopt the Behavioural Observation Scale
(BOS) Method in evaluating the performance of each employee at Dependable Cleaners (DC).
This is because the BOS method would help the organization better understand its employees,
they would know what motivates their employees, and how they perform their duties and
responsibilities accurately by identifying employee behaviors relating to performance in the
workplace.
 Therefore, the BOS method would require both qualitative and quantitative process
since it requires the evaluators to provide observable behavioral statements or descriptions, as
well as, evaluating these behaviours through quantitative scale ratings (usually a 5 point scale
system rating).

1. Purpose:

● To effectively measure the performance of each employee. Since, most of the

employees have no idea how their performance is measured, what constitutes a
good performance, and how the bonus is decided.
● To increase the work productivity, skills and performance of each employee given
that management wants to ensure employee excellence in completing their
assigned tasks, as well as, maintain a complete attendance record everyday.
● To bring out organizational effectiveness not just by achieving the goals of the
organization but also making sure that the objectives of the employees are met
by providing opportunities for their growth to be successful and motivated.

2. Who will do the rating:

● Assigned Supervisors
● HR Manager (Marie Luna)
● DC Branch Manager
● Owner (Mr. Luna)

3. When rating will be conducted:

● The performance appraisal will be done (semiannual) twice a year in order to

closely evaluate the performance of the employee and to monitor if there are
improvements or if the performance remains unchanged. Therefore, this will also
help to improve the manpower efficiency of the company.

4. Criteria for rating:

● Ms. Marie may choose to adopt the Behavioural Observation Scale (BOS)
Method. The BOS method is a combination of both qualitative and quantitative
processes where the evaluators can assess the employee behaviours, how it
affects the work performance of the employee, and how they deal with it in
different situations at work.

● By using the BOS method, the group would suggest Ms. Marie to classify and
measure the employees’ performance based on the following criteria below:
 Job Performance Measures:

❖ Attendance and Punctuality

❖ Quality of Work
❖ Quantity of Work
❖ Interpersonal Relationships
❖ Reliability and Dependability

Performance Rating Scale Criteria:

❖ 5 - Almost Always
❖ 4 - Frequently
❖ 3 - Sometimes
❖ 2 - Seldom
❖ 1 - Almost Never

Total Frequency Rating for Each Leve:l

❖ 3-5 - Poor
❖ 6-8 - Unsatisfactory
❖ 9-11 - Satisfactory
❖ 12-14 - Very Satisfactory
❖ 15 - Outstanding

5. How rating will be done:

The rating will be done by using the Behavioural Observation Scale (BOS) Method.
Using the BOS method, the performance of the employee is measured by identifying different
behaviours that the employee exhibits in the workplace

In the first step, this method may require the evaluators to describe and develop brief
and critical incidents and statements of behaviours that are related to the performance of the
employee. Once they are determined, these short statements can be translated into a particular
job dimension. Furthermore, the assigned evaluators of the employee will design each of the
behaviours and performance measures in the form of questionnaire forms. These job
performance measures or dimensions could be described as Attendance & Punctuality, Work
Quality and Quantity, Interpersonal Relations, Reliability and Dependability of an employee.

Next, the evaluators will be asked to observe and rate each of the employees on a
performance scale rating based on behavioural incidents and statements described in the first
step. Also, the performance rating would most probably be classified as 5-Almost Always,
4-Frequently, 3-Sometimes, 2-Seldom, and 1-Almost Never. Once the evaluators rated their
employees, they must total and record the frequency ratings for the behaviours in each job
dimension.

After summing the frequency ratings, the evaluators will classify them based on the
corresponding performance rating of each level with specific ranges of each score. These
 ratings could be categorized as Outstanding, Very Satisfactory, Satisfactory, Unsatisfactory, and
Poor.

B. Prepare a performance evaluation form that she can use for the service employees. (Choose
the type of assessment instrument to use) (5 pts)

Behavioural Observation Scale: Attendance and Punctuality

Attendance & ALMOST NEVER SELDOM SOMETIMES FREQUENTLY ALMOST ALWAYS

Punctuality (1) (2) (3) (4) (5)
(1)The service
employee reports or
goes to work daily on
time
(2) The service
employee uses time
constructively during
break hours
(3) The service
employee provides
advance notice of
need for absence.

TOTAL RATING: ____________

COMMENTS/ REMARKS:
________________________________________________________________________________
________________________________________________________________________________
 Behavioural Observation Scale: Quality of Work

ALMOST NEVER SELDOM SOMETIMES FREQUENTLY ALMOST ALWAYS

Quality of Work
(1) (2) (3) (4) (5)
(1)The service
employee was able to
accurately complete
their work within
deadlines with
minimal supervision.
(2) The service
employee was able to
complete their work
punctually, accurately
and in a professional
manner.
(3) The service
employee shows
interest in improving
his/her skills and
uses work equipment
efficiently.

TOTAL RATING: ____________

COMMENTS/ REMARKS:
________________________________________________________________________________
________________________________________________________________________________
 Behavioural Observation Scale: Quantity of Work

ALMOST NEVER SELDOM SOMETIMES FREQUENTLY ALMOST ALWAYS

Quantity of Work
(1) (2) (3) (4) (5)
(1)The service
employee exceeds
The number of
services delivered by
the employees in a
certain period or within
a certain amount of
time.
(2) The service
employee performs
other additional duties
or services assigned
by the regional
manager
(3) The service
employee completes
objectives and tasks
while taking in
consideration of
current responsibilities
and workload

TOTAL RATING: ____________

COMMENTS/ REMARKS:
________________________________________________________________________________
________________________________________________________________________________
 Behavioural Observation Scale: Interpersonal Relations

Interpersonal ALMOST NEVER SELDOM SOMETIMES FREQUENTLY ALMOST ALWAYS

Relations (1) (2) (3) (4) (5)
(1) The service
employee maintains
and establishes
ethical, respectful and
professional
relationships with
co-workers.
(2) The service
employee addresses
and anticipates the
needs or problems of
customers inquiries,
concerns, and
complaints in a
professional and
courteous manner.
(3) The service
employee effectively
communicates with
co-workers and
management.

TOTAL RATING: ____________

COMMENTS/ REMARKS:
________________________________________________________________________________
________________________________________________________________________________
 Behavioural Observation Scale: Reliability and Dependability

Reliability & ALMOST NEVER SELDOM SOMETIMES FREQUENTLY ALMOST ALWAYS

Dependability (1) (2) (3) (4) (5)
(1) The service
employee performs at a
high level and
completes assigned
duties and tasks.
(2) The service
employee assists or
handles other
responsibilities and
duties either in the
absence of other team
members or tasks
assigned by the
regional manager.
(3) The service
employee provides
assistance in repairing
laundry materials and
equipment, as well as,
maintaining cleanliness
of laundry facilities.

TOTAL RATING: ____________

COMMENTS/ REMARKS:
________________________________________________________________________________
________________________________________________________________________________
C. Identify the criteria to be used in the evaluation form. Briefly define each of the criteria in your
evaluation form. (5 pts)

Criteria Definition:

1. Attendance & Punctuality

a. The service employee reports or goes to work daily on time
b. The service employee uses time constructively during his or her break hours
c. The service employee provides advance notice of need for absence.

2. Quality of work
a. The service employee was able to accurately complete their work within
deadlines with minimal supervision.
b. The service employee was able to complete their work punctually, accurately and
in a professional manner.
c. The service employee shows interest in improving his/her skills and uses work
equipment efficiently.

3. Quantity of work
a. The service employee exceeds the number of services delivered by the
employees in a certain period or within a certain amount of time.
b. The service employee performs other additional duties or services assigned by
the regional manager
c. The service employee completes objectives and tasks while taking in
consideration current responsibilities and workload.

4. Interpersonal Relationships
a. The service employee maintains and establishes ethical, respectful and
professional relationship with co-workers
b. The service employee addresses and anticipates the needs or problems of
customers inquiries, concerns, and complaints in a professional and courteous
manner.
c. The employee meets the demands and needs of customers in a timely manner

5. Reliability / Dependability
a. The service employee performs at a high level and completes assigned duties
and tasks.
b. The service employee assists or handles other responsibilities and duties either
in the absence of other team members or tasks assigned by the regional
manager
c. The service employee provides assistance in repairing laundry materials and
equipment, as well as, maintaining cleanliness of laundry facilities.
D. Identify the standard for this evaluation form and define what each level or rating means. (5
points)

Performance Rating Criteria

5 Almost Always
4 Frequently
3 Sometimes
2 Seldom
1 Almost Never

Total Number of Frequency Rating for Each Job Performance Dimension

Superior:
- Performance successfully
accomplishes and exceeds normal
or minimum job requirements
15 Outstanding
within a reasonable period of time
- Persistently exhibits exceptional
requirements in terms of work
quality and quantity.
Exceeds expectations:
12-14 Very Satisfactory - All goals and objectives were
achieved above standards.
Meets expectations :
- Performance met expectations in
terms of quality of work, quantity of
9-11 Satisfactory
work.
- The most critical annual goals are
met
Failed to meet expectations:
- The performance is unacceptable
and below the minimum.
6-8 Unsatisfactory - Significant improvement is needed
in important areas
- Requires training and development
for further improvement
 Below expectations:
- Performance is consistently below
standards and reasonable
progress towards critical goals was
3-5 Poor not made
- Completely ignores the standard
procedure set by the company.
- Withdraw from the position or
leave the organization

Performance Category Criteria:

1. Almost Never- The service employee completely ignores the standard procedure set by
the company. The service employee who falls into this category is given a warning to
follow the guidelines and improve their performance.

2. Seldom- The service employee occasionally follows some of the guidelines and
procedures of the company. They are given a warning and the company usually provides
training and supervised activities.

3. Sometimes- The service employee inconsistently follows the guidelines and procedures
set by the company.

4. Frequently- The service employee habitually adheres to the guidelines and procedures
of the company.

5. Almost always- The service employee adheres to the guidelines and procedures of the
company completely and consistently.

Total Frequency Rating Criteria:

(15) - Outstanding : Overall, the service employee consistently and exceptionally performs
high quality and quantity of work. The service employee engages in work activities that
require less or no supervision than the standard position. Furthermore, the employee is able
to perform duties and responsibilities that are beyond the job duties.

(12-14) - Very Satisfactory : The service employee excellently performs and prioritizes with
flexibility in achieving all the goals and objectives.

(9-11) - Satisfactory : The service employee achieves a satisfactory level by delivering

acceptable results in the completion of the job duties.
(6-8) - Unsatisfactory : The service employee fails to accomplish the assigned job duties and
the performance exhibited in the workplace is unacceptable. Therefore, the service
employee requires adequate training and other related actions necessary to improve his or
her work performance.

(3-5) - Poor : The service employee performs and continues to fail the necessary job duties
in an insufficient manner. Furthermore, the service employees continue to violate
organization policies and procedures. Therefore, he or she is encouraged to either withdraw
from the job position or leave the organization.
Bibliography:

Black, S., Gardner, D., Pierce, J., & Steers, R. (2021). Techniques of Performance Appraisal.
Opentextbc.ca. Retrieved 9 September 2021, from:
https://opentextbc.ca/organizationalbehavioropenstax/chapter/techniques-of-performance-appra
isal/.

Buenviaje, R.A, Huan, J. V., Lacnit, J., & Nadales, J. (2021). Lecture 4: Performance
Management [Powerpoint Slides]. Retrieved from University of Asia and the Pacific, Pasig,
Metro Manila, September 6, 2021.

Hernandez, R., Jamilla, J., Nerona, P., Santos, M. B., & Vince, D. (2021). Lecture 4:
Performance Management [Powerpoint Slides]. Retrieved from
University of Asia and the Pacific, Pasig, Metro Manila, September 6, 2021.