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What evidence does this case provide for formulating and implementing a systematic

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1. What evidence does this case provide for formulating and implementing a systematic approach to performance appraisals?;2. Did you believe that Lola?s performance evaluation was valid and reliable? Do you feel that Frank had a bias or stereotypical mind when filling out the evaluation? Explain your answer with thoughtful and concise analysis based on your readings ? remember to cite sources.;3. What in the case indicates problem with the supervisor?s evaluation? Please connect examples from this case to what the chapter discusses.;4. How did Lola, her supervisor, and human resources communicate with one another? Do you feel that a performance appraisal interview should have been more formally established and conducted? Why or Why not?;5. How can Lola?s accusation of sexual harassment affect her personal work performance and her performance evaluation?;Attachment Preview;Case Study Beauty and the Beastly Situation.docx Download Attachment;?Oh no! What now?? said Tom Moore, Director of Human Resources at Aerospace Designs.;?Just when I thought this mess was over on how the Marketing Department does performance;appraisals, we are smacked with a sexual harassment lawsuit. Well, we?ve got to do something;about this predicament and fast.?;Aerospace Designs Background;Aerospace Designs (AD) was founded in the early 1980s. A privately held company started by;two engineers, it was deliberately designed to feed off the blossoming U.S. military budget as the;United States fought the Cold War. It became part of the supplier system to the massive;Grumman contractor on Long Island, New York, and took on a military like culture and;structure.;Aerospace?s Marketing Department;Aerospace Designs was predominantly a population of White males, and the hiring of minorities;and women would assist in meeting the government imposed affirmative action goals. The;Marketing Department had never employed women. It was a very flat structure, consisting of;three internal salesmen, a sales coordinator on-site, and one road salesman, who all reported;directly to Frank Fasting, the Vice President of Sales and Marketing. Aerospace Designs had;hired Frank in hopes that he would be able to bring it out of the recent trend of flat growth. He;was expected to grow the existing stable aerospace electronics business and to firmly establish;both a lights products line and a land-based vehicle business for military and commercial;operations. The addition of new staff positions to the Marketing Department, of which the;Marketing Assistance was one, was designaed to help establish a web presence and improve the;capabilities for print media and trade show coordination.;Enter Lola;Lola Meyer was above average in height, single, blonde, and 32 years old with lingering;aspirations to be a model. Having a four year degree and opting out of the education field, she;came over to Marketing in an attempt to find a steady job, where she might be taken seriously.;Although Frank had reservations regarding hiring Lola for the job given her qualifications, Sue;Jones, the Human Resources Manager, eventually persuaded him to give Lola a chance. After a;few months on the job, Frank approved arrangements for Lola to take courses related to the work;that needed to be done, as it became apparent that she lacked some technical marketing skills;necessary to be effective in the position.;Lola?s Performance Evaluation;The ensuring year went by without fanfare, Lola, Frank, and the rest of the Marketing;Department seemed to coexist amicably. Frank proved to be an outgoing, friendly short, as you;might expect of someone who is in sales. His greatest weakness as a manager seemed to be his;lack of administrative follow through.;Aerospace Designs policies dictated an annual performance evaluation for every employee. This;review unfortunately hadn?t been done by Frank in a timely manner for Lola. By the time;January rolled around, Lola?s review was two months late. Frank discussed with Sue that he was;not pleased with Lola?s performance to date and would indicate such on her review. Sometime;in April Frank became ill and needed to take time off to care for personal health issues. Lola?s;review was written by Frank but not formally presented to Lola. Since it was now delayed early;five months and it was apparent that Frank would be out for several more months, the decision;was made to have Mark (Senior Sales Manager, covering Marketing in Frank?s absence) present;Lola with the poor performance evaluation. This took place at the end of April. Lola was rated;as ?less than competent?? and was not given a salary increase.;Lola?s Reaction;Lola was both shocked and dismayed. In the beginning of May she met with Sue to discuss her;performance review. She handed Sue an 18-page, handwritten rebuttal of her evaluation. Her;reply admitted her inability to reach designated goals, but stated that her performance was;hindered due to items beyond her control. During the discussion with Sue, Lola alleged that;sexual conversations and behavior had occurred in her work environment. Specifically, she cited;that Frank had used highly inappropriate language including nickname for the President of;Aerospace Designs. When she walked in on one of these conversations and was asked to;comment, she abruptly left and immediately filed her rebuttal report with HR.;Sue?s Response and Lola?s Bombshell;Upon hearing about these incidents, Sue conducted a prompt, thorough internal investigation and;determined that Lola?s performance was marginal and upheld the performance review as written.;She also determined that inappropriate conversations had taken place and Frank received a;written reprimand and was required to attend sexual harassment awareness training when;returned to the job. Lola?s supervisor was permanently changed to Mark, and her workstation;was moved to the other side of the Marketing area, away from Frank?s office door. Lola was;agreeable to these actions taken by the company. However, three months later, Lola filed a;sexual harassment lawsuit against the firm, stating that she could not get a fair evaluation given;the harassing environment she was working in.;QUESTIONS;1. What evidence does this case provide for formulating and implementing a systematic;approach to performance appraisals?;2. Did you believe that Lola?s performance evaluation was valid and reliable? Do you feel;that Frank had a bias or stereotypical mind when filling out the evaluation? Explain your;answer with thoughtful and concise analysis based on your readings ? remember to cite;sources.;3. What in the case indicates problem with the supervisor?s evaluation? Please connect;examples from this case to what the chapter discusses.;4. How did Lola, her supervisor, and human resources communicate with one another? Do;you feel that a performance appraisal interview should have been more formally;established and conducted? Why or Why not?;5. How can Lola?s accusation of sexual harassment affect her personal work performance;and her performance evaluation?;From Sage Publications;http://www.sagepub.com/upm-data/45674_8.pdf;Attachments Preview;Assignment No. 1.Industrial Pscyh.docx;Case:BeautyandtheBeastlySituationatAerospaceDesignsMarketingDepartment;Oh no! What now? said Tom Moore, Director of Human Resources at Aerospace Designs. Just...;Assignment No. 2. Industrial Psych.docx;The following are some critical-thinking questions for you to think of about;the Performance Evaluation. Please discuss your answers and use the elearning to submit your assignment no....

 

Paper#22222 | Written in 18-Jul-2015

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