Performance Appraisal Compensation Emails Assignment
Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages Description/Paper Instructions
Performance Appraisal Compensation Emails Assignment
Situation: The OL organization is a medium to large-sized service organization in New England. The OL organization’s performance appraisal system, which was designed by the HR Department several years ago, requires that all employees be evaluated by their supervisor on an annual basis except for new employees, who are appraised after the first 90 days (the probationary period). The performance appraisal form, which is used for all employees, is shown below. Supervisors are required to complete this form covering each of their employees at the appropriate time. They should discuss the evaluation with the employee, ask each employee to sign the form at the end of the interview, and return the completed form to the HR department.
The organization has several different wage structures, including one for executives, one for managers, and one for all the other workers. The job evaluation is the point factor technique in which all jobs receive a point value based on an assessment of compensable factors. Jobs are then assigned to a grade level, and each grade has an entry or minimum rate and a maximum salary payable for the jobs in that grade. The amounts between the entry rate and maximum comprise the salary range for the grade. Adjustments to the ranges are made periodically as area market rates change.
Salaries are directly related to the work they do and how well they do it. The salary is based on the point evaluation and the survey results. The company is generally considered to be competitive when surveyed in their market. Usually employees begin at the bottom of each pay grade. Employees are considered for a merit increase after six months of service and then they annual receive a merit increase at the end of each year. Cost-of-living increases are also granted periodically by the organization to all employees.
You are Sandy, the Human Resource Manager, and have received the following memos and emails over the last several days while you were out of the office. Please respond to each of them. Before you respond to the email or memo, state the importance of each as either critical, medium, or of low importance.
The OL Organization Performance Appraisal Form
For ______________
Title ______________
1 2 3 4 5 Attendance Initiative Cooperativeness Teamwork Quality Quantity Technical Knowledge Motivation Overall Performance Where 1 = Unsatisfactory, 2 = Poor, 3 = Fair, 4 = Good, 5 = Excellent
Remarks:
Prepared by _______________ Title _______________
Employee’s Signature _______________ Date ______________
EMAILS
_______________________________________________________________
Item 1
FROM: Charlie Counter, Accounting Department, ccounter@acc.ol.com
SUBJECT: 90-Day Employee Evaluation
TO: Human Resource Department, sandy@hrm.ol.com
I just received my first performance evaluation and received mostly “3s” or very average ratings. I asked my supervisor why I did not receive better ratings she said that her evaluation of me was good. She said that I was making good progress on the job. She added that, if I continue to show improvement, I will receive higher ratings in the future. When I asked her why I did not receive better ratings, she replied that I was relatively inexperienced compared to other employees. Why am I being evaluated against older, more experienced employees? That does not seem fair. I believe that considering my limited experience I deserve higher evaluations.
Item 2
FROM: Johnathon Pine, Computer Center, jpine@cc.ol.com
SUBJECT: Performance Evaluation
TO: Human Resource Department, sandy@hrm.ol.com
I just received my evaluation and found out that I received mainly 4s. I have been working at the Computer Center a few years and I don’t seem to improve much. I asked my supervisor for feedback so that I could improve. I wouldn’t complain but I have asked my supervisor for feedback so that I could get a better appraisal next time, and he had difficulty telling me how to do it. If I can’t get the proper feedback how am I expected to improve? I don’t think this system is fair. Can somebody give me feedback?
________________________________________________________________
Item 3
FROM: Bonnie Jell, bjell@il.ol.com
SUBJECT: Administering Employee Evaluations
TO: Human Resource Department, sandy@hrm.ol.com
I have recently received from your office a request to conduct evaluations this month on my employees. As you probably know, I was promoted to this supervisory position only one month ago from another company as a result of the former supervisor’s termination. I don’t feel that I can presently conduct a fair evaluation of these employees because I have only observed them for one month. Can I receive help since the appraisal should assess a full year’s performance?
Item 4
FROM: Kelly Pool, Supervisor, kpool@ms.ol.com
SUBJECT: Evaluation of Karen Kent
TO: Human Resource Department, sandy@hrm.ol.com
Yesterday afternoon I conducted an evaluation interview with Karen Kent and when I told her I gave her a “3” on “Teamwork” she got quite upset and defensive. She said that the evaluation should have been at least a “4” and possibly a “5.” I attempted to explain my evaluation to her, but she disagreed and would not listen to me. She continued to argue with me stating that I did not really understand her teamwork skills. Karen received a “4” evaluation last year on “Teamwork” and a 3.5 overall evaluation this year. What should I do if this happens again?
Item 5
FROM: Matt Million, Supervisor, matt_mill@ep.ol.com
SUBJECT: Evaluation complaints
TO: Human Resource Department, sandy@hrm.ol.com
I have received a number of complaints from some of my employees that I grade too hard compared to other supervisors. These employees complain that this results in very little merit pay for them each year. They are not listening to the feedback I am giving them since they are so concerned with some of the low ratings which result in lower pay increases. I don’t know what to do. Should I ignore it or should I change the way I give ratings? Please advise.
Item 6
FROM: Mary Smith, Purchasing, msmith@pc.ol.com
SUBJECT: Improving Performance
TO: Human Resource Department, sandy@hrm.ol.com
I was wondering if you can offer me some advice or assistance. I have been getting good appraisals, mostly 4s. I would like to improve and spent a lot of time working on my self- appraisal. When we sat down for my evaluation, my supervisor pretty much ignored everything I had written. In fact, he seemed to concentrate on some of the more trivial duties. Please advise.
Item 7
FROM: Jeff Flock, Supervisor, jflock@fu.ol.com
SUBJECT: Performance evaluation of Linda Lester
TO: Human Resource Department, sandy@hrm.ol.com
Next week I conduct a performance evaluation interview with Linda Lester who works by herself in the evenings. While I was completing the evaluation form on her, I realized that it was impossible for me to evaluate her on one of the evaluation categories “Teamwork.” What should I do? I am afraid if I leave this blank it will affect her overall evaluation score and hence her chances for a promotion.
Item 8
FROM: Donna Carol, dcarol@nn.ol.com
SUBJECT: My Performance evaluation
TO: Human Resource Department, sandy@hrm.ol.com
In my last performance appraisal, I was rated much lower than my previous appraisal. Before this current appraisal my supervisor, Tom Trash, asked me out on a date and I declined. I thought the issue was over because he did not react very negatively when I declined to date him. It seems, however, that it might have since I am pretty sure that my performance has not changed significantly even though my ratings have. Furthermore, the rumor is that the woman he is dating is receiving higher appraisals since they have been dating. I don’t believe this is fair, but I am not sure what to do?
Item 9
FROM: Sam Mullen, smullen@nm.ol.com
SUBJECT: Pay
TO: Human Resource Department, sandy@hrm.ol.com
Tom Jenkins has been with the company for ten years. His present position is Systems Analyst 1 and is at the maximum pay level for his grade. The Wonton Company has offered him another position, which would give him a 10% increase in salary for similar duties. Based on his financial obligations to his family, he claims he is need of higher pay. Since he enjoys working for our company and has been a tremendous asset to our company, and it would be difficult to promote him to SA II, is there any way you could match their offer? I know he would stay if we could offer him a significant increase. Can we give him more than his grade allows?
Item 10
FROM: Shawn Sollen, ssollen@ln.ol.com
SUBJECT: Pay
TO: Human Resource Department, sandy@hrm.ol.com
One of my employees has been working in IT for more than 8 years and is making about the same salary as one of my new employees in the same job. This is unfair since the one with seniority, Jake, is likely to find out about this sooner or later and I don’t want to lose him. This compression problem is likely to cause conflicts since the market has continued to increase entry-level IT salaries 30% over the last three years. Can we increase the salaries of the high-performing, senior IT people? What can we do about this?
RUBRIC
QUALITY OF RESPONSE NO RESPONSE POOR / UNSATISFACTORY SATISFACTORY GOOD EXCELLENT Content (worth a maximum of 50% of the total points) Zero points: Student failed to submit the final paper. 20 points out of 50: The essay illustrates poor understanding of the relevant material by failing to address or incorrectly addressing the relevant content; failing to identify or inaccurately explaining/defining key concepts/ideas; ignoring or incorrectly explaining key points/claims and the reasoning behind them; and/or incorrectly or inappropriately using terminology; and elements of the response are lacking. 30 points out of 50: The essay illustrates a rudimentary understanding of the relevant material by mentioning but not full explaining the relevant content; identifying some of the key concepts/ideas though failing to fully or accurately explain many of them; using terminology, though sometimes inaccurately or inappropriately; and/or incorporating some key claims/points but failing to explain the reasoning behind them or doing so inaccurately. 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