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MGMT 4402 HR Exercise Handling Performance Appraisal Issues This exercise must be typed and completed individually

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MGMT 4402

HR Exercise

Handling Performance Appraisal Issues

This exercise must be typed and completed individually.  Evidence of group work on this exercise will be considered a violation of our academic integrity policy. Furthermore, you are strictly forbidden from sharing your answers (i.e. write-up) with anyone currently enrolled, previously enrolled, or to be enrolled in this course in the future.
Required Length

There are no specific length requirements for your write-up.  Generally, a well done write-up is probably about 2-3 pages (double-spaced).

Required Formatting

Generally, documents in Size 12, Times New Roman Font with 1” margins that are double-spaced are easiest for me to read. If you use references, they must follow the rules detailed in the Publication Manual of the American Psychological Association, 7th Edition. Please see our formatting document for this exercise in Canvas and prepare your answers accordingly.

Due Date

This exercise must be submitted/uploaded through our LMS on or before the due date (11:59 p.m., ET) listed in the course schedule on your syllabus, unless approved otherwise by the  instructor. 

 

Learning Objectives/Goals

 

1. Upon completion of this exercise, you will be able describe and discuss some of the reasons managers may be tempted to act unethically when evaluating subordinates.
2. Upon completion of this exercise, you will be able to correctly use various criteria to determine is an action is ethical or not.

 

General Instructions

 

Read each of the situations below and for each situation address the following three questions: 

1. Is the manager acting in an ethical manner?  Yes or No?  Why do you think so?
2. Would you act in the same manner as the manager?  Yes or No?  Why or why not?
3. If the manager’s behavior is unethical, what steps can the organization take to reduce/eliminate future instances of such conduct?

In trying to answer the questions listed above, you may want to consider some or all of the following bullets (criteria) listed below that could be used to judge whether an act is ethical.  You do not need to specifically answer the bulleted items listed below.  They are simply there to prompt your thinking.

• • Does the action involve intentional deception?
  • Does the action purposely benefit one party at the expense of another?
  • Is the action fair and just to all concerned?
  • Would you or the manager feel comfortable if the action were made public, or must it remain a secret?
  • Would you need to justify the action by telling yourself that you can get away with it or that you will not need to live with the decision’s consequences? Would you recommend the action to others?
  • Will the action build goodwill and better relationships?

 

Performance Evaluation Situations

 

1. A manager has an employee who is an outspoken homosexual. The manager does not like homosexuals. As a result, the manager purposely rates him lower than deserved on his performance appraisal form.
2. A firm has recently been charged with discriminating against minorities. The firm denies the charges but asks all managers to make sure they do not discriminate. In order to avoid any possible discrimination charge, a manager rates one poor performing minority employee higher than deserved on the performance appraisal form.
3. A manager has a male subordinate who is married with three children. This employee is a known womanizer and has been spotted by several employees socializing with women other than his wife, including prostitutes. The manager does not believe this is appropriate and rates the employee lower than deserved on the performance appraisal form.
4. A female employee who recently had a baby negotiated a change from full-time to part- time status with the HR department. Her manager, also a working mother, resents the fact that she is able to spend more time at home with her child. The manager rates her lower than deserved on the performance appraisal form in an attempt to force her to switch back to full-time status or to quit.
5. A firm has a 360-degree performance appraisal system that includes asking all subordinates to rate and evaluate their boss. A manager wants to be promoted so he gives all employees higher performance evaluations than they deserve in hopes that they, in turn, will rate him higher.
6. A manager realizes that an employee’s attendance is so poor that she is likely to get terminated within the next few months. So, in order to build a more solid case against the employee and further justify the inevitable termination, the manager rates the subordinate lower than deserved on the performance appraisal form.
7. A manager wants to get promoted in order to get a substantial raise. He believes that he will be judged, in part, in terms of how effective he has been at developing high-performing subordinates as evidenced by his subordinates’ performance appraisal scores. In order to enhance his promotion chances, he rates his employees higher than deserved.
8. A manager wants to give one particularly hard-working, reliable subordinate a big raise in order to keep her from accepting a job elsewhere. The manager does not want to have to replace this employee and train a new one. However, there is limited raise money available, and it is based on merit. So, he rates another employee lower than deserved, thereby reducing this person’s raise, in order to be able to give the other a larger raise.
9. A manager wants to get rid of a disliked subordinate, so she rates the employee lower than deserved in hopes that the employee will quit.
10. A manager wants to help a subordinate who has become a friend to get a promotion, so she gives her a higher evaluation than deserved.

 

Grading Rubric

 

Excellent	Good	Fair	Poor
4 points	3 points	2 points	1 point
You have met the learning objective(s). Your performance demonstrates mastery of this exercise’s learning goal(s).	You have met the learning objective(s). Your performance demonstrates partial mastery of this exercise’s learning goal(s).	You are approaching the learning objective(s). Your performance provides some evidence of meeting this exercise’s learning goal(s).	You have not met the learning objective(s). Your performance provides little to no evidence of meeting this exercise’s learning goal(s).