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Case Study-Chapter 2

The document distinguishes between performance appraisal systems and performance management systems. It lists 11 criticisms of these systems and asks which criticisms pertain only to performance appraisals, only to performance management, or to both. Criticisms related to timing, isolated evaluations, favoritism, workload, and misaligned goals pertain to performance appraisals. Criticisms involving continuous measurement, raising company reputation, and detrimental coaching pertain to performance management. Criticisms around inconsistent ratings, lack of future goal setting, and inaccurate evaluations pertain to both systems.

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Monahil Fatima
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83 views2 pages

Case Study-Chapter 2

The document distinguishes between performance appraisal systems and performance management systems. It lists 11 criticisms of these systems and asks which criticisms pertain only to performance appraisals, only to performance management, or to both. Criticisms related to timing, isolated evaluations, favoritism, workload, and misaligned goals pertain to performance appraisals. Criticisms involving continuous measurement, raising company reputation, and detrimental coaching pertain to performance management. Criticisms around inconsistent ratings, lack of future goal setting, and inaccurate evaluations pertain to both systems.

Uploaded by

Monahil Fatima
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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CASE STUDY

Distinguishing Performance Management Systems from Performance Appraisal Systems

What are the differences between a performance appraisal system and a performance management system? How
are the two systems related to each other? After answering these questions, consider the following 11 criticisms.
Which of the following criticisms pertain to performance appraisal systems but not to performance management
systems? Which criticisms pertain to both performance appraisal and performance management systems? Use
Xs on the table below to denote answers. Then, provide an explanation for categorizing the 11 criticisms in the
way you did.

Criticism 1: “[There can be] inconsistency between comments and scores on an employee’s evaluation.”

Criticism 2: “The annual performance review is a bad management tool. To start with, it is not timely. If your
subordinate is deficient in some ways, you wait 11months to say something about it. How does that help next
week’s performance?”

Criticism 3: “Never make the evaluation a hit-and-run. It should take the form of a dialogue between the
supervisor and subordinate, not an isolated event but rather a part of performance/career management more
generally.”

Criticism 4: “A number of years ago, the U.S. Equal Employment Opportunity Commission (EEOC) created a
‘Like Me’ task force. Its general conclusion—there was a human tendency to favor employees who are like the
managers making the employment assessment.”

Criticism 5: “Few managers jump with glee at appraisal time. When they triage workplace demands, many
times appraisals end up at the bottom. As a result, late appraisals are often the norm and not the exception.

Criticism 6: “Because performance is ultimately measured on a nonstop, continuous basis, managers may
become overwhelmed with cognitive load, paperwork, and generally more work to do.”

Criticism 7: “What’s left is the more important strategic role of raising the reputational and intellectual capital
of the company—but HR is, it turns out, uniquely unsuited for that.”

Criticism 8: “Goal-setting, when done wrong, gives the employee the wrong goals—those, for instance, which
are not aligned with the organization’s strategic orientation.”

Criticism 9: “Often an employee with substandard performance is evaluated as meeting expectations or even
better, and the average employee receives an above-average evaluation.”

Criticism 10: “[The process does not involve helping or making employees] set goals for the future.”

Criticism 11: “Coaching can be tricky. When done wrong, it can be devastating. For example, a coach’s
feedback can have detrimental effects if it focuses on the employee as a whole as opposed to specific work
behaviors at work.”
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Criticisms Pertains to performance Pertains to performance Pertains to both performance


appraisal systems only management systems only appraisal and management
systems
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