Question

“There at last it’s finished,” thought Rajiv Chaudhry, as he laid aside the last of the 12 performance
appraisal (PA) forms. It had been a busy week for Rajiv, who supervises a road maintenance crew for the
Georgia Department of Highways.

In passing through Rajiv’s district a few days previously, the governor had complained to the area
superintendent that repairs were needed on several of the highways. Because of this, the superintendent
assigned Rajiv’s crew an unusually heavy workload. In addition, Rajiv received a call from the HR office
that week reminding him that the PAs were late. Rajiv explained his predicament, but the HR specialist
insisted that the forms be completed right away.

Looking over the appraisals again, Rajiv thought about several of the workers. The PA form had places for
marking quantity of work, quality of work, and cooperativeness, among other traits. For each characteristic,
the worker could be graded as outstanding, good, average, below average, or unsatisfactory. As Rajiv's
crew had just completed all of the extra work assigned for that week, he marked every worker outstanding
in quantity of work. He marked Joe Blum average for cooperativeness because Joe had questioned one of
his decisions that week. Rajiv had decided to patch a pothole on one of the roads, and Joe thought the small
section of road surface ought to be broken out and replaced. Rajiv didn’t include this in the remarks section
of the form, though. As a matter of fact, he wrote no remarks on any of the forms.

Rajiv felt a twinge of guilt as he thought about Roger Short. He knew that Roger had been goofing off, and
the other workers had been carrying him for quite some time. He also knew that Roger would be upset if he
found that he had been marked lower than the other workers. Consequently, he marked Roger the same to
avoid a confrontation. “Anyway,” Rajiv thought, “these things are a pain, and I really shouldn’t bother with
them.”

As Rajiv folded up the PAs and put them in the envelope for mailing, he smiled. He was glad he would not
have to think about PAs for another six months.

A. What weaknesses do you see in the performance appraisal process being used by the Georgia
Department of Highways and Rajiv’s completion of his staff’s performance appraisals?

B. Should HR have the ability to “insist that the forms be completed right away?” Discuss.

C. Many managers would agree with Rajiv in saying that “these things area a pain, and I really
shouldn’t have to bother with them.” What are the advantages and disadvantages in doing away
with the performance appraisal?

Answer 1

Answer:-

1)

Rajiv didn't start performance appraisals with a process; he did it simply because he needed to do it. He needed to begin by characterizing focuses to improve achievement. He would have chosen the unmistakable focuses on that he feels are generally significant and attainable in handy terms.

In the event that essential, he should utilize the 360 degree contribution to get a target performance assessment so he may get more noteworthy comprehension of how every one is performing from his associates. Rajiv hasn't played out an average activity in progress audits. He has not distributed any input about the performance audits, so it is significant for laborers to perceive whether they have been positioned low or solid.

Rajiv reviewed Roger purposefully as a respectable person because he missed employment because he was certain and Roger may be discouraged or irate because he scored short of what any other person. He needs to score everybody for their activity results, so no because of whether they'd crash.

2)

I don't believe that the HR director would have insisted on finishing the forms promptly because performance assessments are essential methods of impartially surveying the individual specialists. That being stated, executives should set aside the effort to finish these forms without being rushed because the performance assessments will rapidly make space for future issues and, for this situation, it was close to home separation, ongoing behavioral segregation and maladvantage. Rather of trying to say that Rajiv needs to do the PA so quick, the HR Director would have given Rajiv a reasonable time period.

3)

Potential issues like assessment trouble, absence of objectiveity, Halo/Horn missteps, mercy and rigourousness, center inclination, late behavior predisposition, individual inclination and worker disappointment are brought up in the disadvantage of wiping out performance assessments.

Erasing performance assessments can likewise present lawful issues, because over the span of the performance appraisal the enactment doesn't preclude bosses' circumspection. Nonetheless, gadgets with other highlights are in fact increasingly solid.

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