“A Performance Appraisal Snafu” focuses on the idea that employees are compensated according to their work evaluations. At this office, located in Newport, Oregon, Marcus Singh and Jason Taft were both scored by their superior Garth Fryer on an outstanding to unsatisfactory scale for all aspects of their job. At the beginning, the employees were satisfied with their close to perfect scores, but this soon changed when Victoria Popelmill, the department director, felt as if Fryer was too lenient with his scores. He was forced to go back and change the scores, making Singh’s marks one grade lower and leaving Taft’s the same. This resulted in Taft receiving a bonus that Singh did not receive. This case brings up the discussion of pay equity and
…show more content…
Currently they are operating their performance appraisals using a subjective system. Garth Fryer, the head of the Office of Research and Evaluation, allows his subordinated to provide some input on their own appraisals. This opens this process to a lot of conflict because the employees always think highly of themselves even though they may not always have the greatest performance. It can lead to the bosses using their own subjective mindset for grading their subordinates. In the example of the case, this type of process lead Victoria Popelmill, the department director, to disagree with the performance appraisals she received because they were “too lenient” through her …show more content…
They would be able to track employee’s progress and reward them when they have successfully reached these goals. In the case of “A Performance Appraisal Snafu,” Popelmill could set certain goals that correspond with the type of work they would be performing, and track the employee’s progress . This would eliminate the problems of employees feeling as if they were not rewarded accordingly because not only do the superiors know the goals, but also the employees know them as well, and have the knowledge they need in order to achieve those specific goals in order to
Currently they are operating their performance appraisals using a subjective system. Garth Fryer, the head of the Office of Research and Evaluation, allows his subordinated to provide some input on their own appraisals. This opens this process to a lot of conflict because the employees always think highly of themselves even though they may not always have the greatest performance. It can lead to the bosses using their own subjective mindset for grading their subordinates. In the example of the case, this type of process lead Victoria Popelmill, the department director, to disagree with the performance appraisals she received because they were “too lenient” through her …show more content…
They would be able to track employee’s progress and reward them when they have successfully reached these goals. In the case of “A Performance Appraisal Snafu,” Popelmill could set certain goals that correspond with the type of work they would be performing, and track the employee’s progress . This would eliminate the problems of employees feeling as if they were not rewarded accordingly because not only do the superiors know the goals, but also the employees know them as well, and have the knowledge they need in order to achieve those specific goals in order to