Ellen Jones is the human resource manager of a midsize company that manufactures

Question

Ellen Jones is the human resource manager of a midsize company that manufactures camping tents. The company employs approximately two hundred employees. Ellen is in the process of redesigning the company's performance- management system. She has been instructed by the top management to develop a performance-management system that encourages employees to go beyond their formal job duties. Supervisors in this fast-paced organization have a limited opportunity to track their subordinates' performances on a daily basis. Employees work in self-managed cross-functional work teams, with each team responsible for its own productivity. With input from supervisors, each team sets its own goals for each month of the year, and employee compensation is based on the team's goal achievement as well as on individual performance factors.
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Refer to Scenario 10.1. In order to ensure that performance appraisals conducted in the organization are accurate, which of the following measures should the management take? Focus on information from peers. Focus only on the positive aspects of employee performance. Emphasize the most recent behaviors of employees. Compare employees with each other rather than using an objective standard. Offer frame of reference training to managers. Ellen Jones is the human resource manager of a midsize company that manufactures camping tents. The company employs approximately two hundred employees. Ellen is in the process of redesigning the company's performance- management system. She has been instructed by the top management to develop a performance-management system that encourages employees to go beyond their formal job duties. Supervisors in this fast-paced organization have a limited opportunity to track their subordinates' performances on a daily basis. Employees work in self-managed cross-functional work teams, with each team responsible for its own productivity. With input from supervisors, each team sets its own goals for each month of the year, and employee compensation is based on the team's goal achievement as well as on individual performance factors.
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Refer to Scenario 10.1. In order to ensure that performance appraisals conducted in the organization are accurate, which of the following measures should the management take? Focus on information from peers. Focus only on the positive aspects of employee performance. Emphasize the most recent behaviors of employees. Compare employees with each other rather than using an objective standard. Offer frame of reference training to managers. Ellen Jones is the human resource manager of a midsize company that manufactures camping tents. The company employs approximately two hundred employees. Ellen is in the process of redesigning the company's performance- management system. She has been instructed by the top management to develop a performance-management system that encourages employees to go beyond their formal job duties. Supervisors in this fast-paced organization have a limited opportunity to track their subordinates' performances on a daily basis. Employees work in self-managed cross-functional work teams, with each team responsible for its own productivity. With input from supervisors, each team sets its own goals for each month of the year, and employee compensation is based on the team's goal achievement as well as on individual performance factors.
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Refer to Scenario 10.1. In order to ensure that performance appraisals conducted in the organization are accurate, which of the following measures should the management take? Focus on information from peers. Focus only on the positive aspects of employee performance. Emphasize the most recent behaviors of employees. Compare employees with each other rather than using an objective standard. Offer frame of reference training to managers.

Explanation / Answer

The answer should be (e) offer frame-of-reference training to managers. Frame of reference training is basically done to bring all the supervisors on the same level to mitigate idiosyncrasies caused by raters whose ideas about what is important when rating performance differ from the organization's standards.

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