Annual Performance Reviews

A. One of the tools used to frame or evaluate this problem involves Helen reviewing the documentation in SamÆs personnel file. As she suspected, the only documentation it contained was a series of five annual performance reviews in which he received an overall rating of good or excellent from his managers for each year, including the last two performance reviews which written by Mary.

B. Helen meets with Mary to gather additional information. The meeting is important to make sure that Mary has been fair with Sam. Helen started by asking Mary if she was comfortable rating Sam as poor. Mary answered that she liked Sam as a person, but as his manager she was concerned abou

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ge of words; it is the exchange of meaning. Rabey suggests that telling a subordinate that there is a problem will not be effective until and unless the listener is motivated to listen, and encouraged by the speaker to take specific action to address the problem (Rabey, 2004, 24). E. One of the causes or forces of influence is inertia. There is a tendency to let sleeping dogs lie when it comes to performance problems. Some managers do not have the experience or the conviction necessary to offer constructive criticism to subordinates. Managers like Mary must be aware of this form of inertia, and ensure that their performance reviews are factual and unbiased. Another reason managers avoid confrontations with subordinates over substandard performance is fear of confrontation. Most people prefer harmonious working relationships, and asking a subordinate to address one or more performance shortfalls is likely to result in an unpleasant interaction. Some supervisors believe that it is more important to be liked by their subordinates than it is to be respected when in fact the opposite is true. To be an effective manager, managers must be respected by subordinates based on their leadership skills or because of their positional
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Approximate Word count = 1415
Approximate Pages = 6 (250 words per page)

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