The Strict Evaluator

Samuel Icasiano is upset about his recent performance review. Samuel has worked for Reyes Enterprises for 12 years. For the first nine years, Samuel’s job performance was consistently rated outstanding. However, for the past three years, Samuel’s performance has been rated only a little above average. According to Samuel, his performance review scores have been low during the past three years because his supervisor gives unreasonably low ratings. Marissa Andres was assigned as Samuel’s supervisor three years ago. Marissa says that she tries to evaluate her subordinates objectively and she refuses to change Samuel’s ratings. Samuel claims that any other supervisor would have evaluated him at least 10 points higher. He feels very disappointed about his low evaluation because he knows it will mean a minimal pay increase and that it will hurt his chances of promotion.

1) Why do most people expect higher evaluations than they receive? * Most people expect higher evaluation than they receive because they think that the efforts they do is much enough than anticipated. And in fact Samuel could argue with that because so many things go wrong with evaluations, that the amount of work they generate is nearly endless. 2) What is wrong with this performance evaluation process and what can be done to prove it? * “Marissa says that she tries to evaluate her subordinates objectively and she refuses to change Samuel’s ratings.” She shouldn’t say “try” she “must” evaluate objectively. * The process to produce a performance evaluation should be a collaborative effort undertaken by the leader and subordinate. For example, when an employee makes a meaningful contribution to the organization, he/she and his manager should attempt to annotate that instance. 3) If Samuel and Marissa were members of different religious groups, how could problems with performance appraisal process be separated from allegations of discrimination? * Religion issues are supposed to be excluded in their working relationship. I. POINT OF VIEW

Samuel has worked for Reyes Enterprises for 12 years. His job performance was consistently rated outstanding for the first nine years. However, his performance review scores have been low during the past three years because his supervisor, Marissa Andres who was assigned three years ago gives unreasonably low ratings. II. STATEMENT OF THE PROBLEM

* Samuel’s job performance has been only rated a little above average.
* Minimal salary increase.
* Undocumented records of performance review.
* Less chances of promotion.

III. OBJECTIVES
* To determine the possible cause of Samuel’s job ratings.
* To determine Marissa’s basis on evaluation.
* To provide records for possible reviews.
* To obtain reasonable performance evaluation.

IV. ALTERNATIVE COURSE OF ACTIONS (ACAS)
Action 1: Provide Proper Training to the Evaluators
Action 2: Provide Trait/Behavior Checklist
Action 3: Provide timely feedback

V. SWOT ANALYSIS
Action 1: Provide proper training to the evaluators
STRENGTHS * Strong leadership
* Time management skills
* Improve capability in evaluating
* Maintain and develop performance
* Increasing importance of management| WEAKNESSES
* Requires additional funding| OPPORTUNITIES
* Chances of promotion| THREATS
* Not applicable|

Action 2: Provide Trait/Behavior Checklist
STRENGTHS * Minimize bias * Helpful in explaining the reviews to those who are being evaluated * Relatively easy to use * Employees will know exactly where they stand * Well defined performance reviews * Lessen prejudging individuals| WEAKNESSES * Halo-Effect * Employee may grow anxious * Requires objectivity * Requires little writing| OPPORTUNITIES * Development| THREATS * Not applicable|

Action 3: Provide timely feedback
STRENGTHS * Chance to correct problem in timely manner. * Opportunity to comment to a possible job misinterpretation. * To avoid manager or supervisor’s “get even” with an employee. * Records are secured and controlled. | WEAKNESSES * Time consuming| OPPORTUNITIES
* Chances of promotion * Increase in salary| THREATS * Not applicable|

VI. CONTINGENCY PLAN
Action 2: Provide Trait/Behavior Checklist
Action 1: Provide Proper Training to the Evaluators
Action 3: Provide timely feedback
VII. RECOMMENDATION
Make all important notes in writing during an employee evaluation so that they can be reviewed by the employee throughout the year to guide his development, and can also be used in the next review to gauge an employee’s progress.