(TIỂU LUẬN) addressing the issues of sally’s high variability ratings of her training seminars

ASSESSMENT TASK 3: CASE STUDY Course Name Managing Performance in Organization Lecturer Jung Woo Han Assignment Name Assessment Task 3: Case Study Assignment Type Individual Paper Student Name Student ID Word Count 2000 words I Introduction [A theory opening about PM and Performance appraisal and evaluation with its benefits] Performance appraisal and evaluation have long been implemented by companies in order to reflect and improve employee’s performance, which however presented great challenges for managers to personalize suitable processes for individuals’ contexts (Van-Dijk-&-Schodl-2015) [Case study mention with its key issues and consequences] The case study of Sally - employee in the training section of Floyd & Associates, has shown that Sally is facing issues regarding the ineffective training seminar and performance evaluation process -resulting in the-lack of consistency in attendees’ ratings that remain unchanged over the past four years [Paper outline with thesis and main parts mentioned] In this essay, the process of finding the issues’ root cause Sally is facing will be conducted, which will be addressed and-analyzed with Sally in a discussion so that Furthermore, this a suitable process will improvement-plan-can-be be monitored and implemented evaluated while implementing the improvement plan that focuses on coaching and Sally’s development Additionally, the-information regarding Floyd-&-Associates’s policies and operations will be presented based on appropriate assumptions II Addressing the issues of Sally’s high variability ratings of her training seminars [1st step: Analyze the situation to diagnose the problem + relevant theory attached about the importance of this process] The first stage to address the issues Sally faces is to analyze the situation to diagnose the problems Being a part of the performance appraisal process, review and analyze collected data of employee’s performance are essentials to clearly identify the employee’s progress and results to the organization’s standards and objectives (Mackay-2010) [Identify the key issue with evidence with evidence from the case + theory support] With the collected data illustrates the high variability in Sally’s training seminar along with recent low-ratings from attendees, the general issue is identified as inconsistent ratings Moreover, the evaluation form completed by attendees at the end of the class did-not-provide-information regarding feedback and suggestions after the seminars, which reflect the inadequate collecting feedback process in the training section of the company, specifically Sally’s works (Singh-&-Twalo-2015) Furthermore, when the problem is observed closely, Sally’s performance has been inconsistent over the past four years she worked at Floyd-&-Associates, which has-indicatedthe-unsuitable and ineffective existing performance review and evaluation process Through the analyzing process, the issues have been clearly diagnosed to be: inconsistent-ratings, inadequate collecting feedback process and ineffective performance review process [2nd step: Approach to find the root cause with specific process by supporting theory + model] For the second stage, root cause analysis (RCA) for existing problems is essential to the performance appraisal and evaluation process that will effectively solve existing issues (DeNisi &-Smith-2014) By finding the root cause of the inconsistent ratings, inadequate collecting feedback process and ineffective performance review process through analyzing contributing factors, the RCA process can fundamentally contribute to the improvement strategies (Ershadi, Aiasi-&-Kazemi-2018) Thus, the identified problems' root cause might come from the training department of Floyd-&-Associates, which need to be addressed on an organizational level Therefore, -the RCA process is recommended to go through the process of: identifying contributing factors, eliminating-the-impractical-contributing-factors, collecting-relevant evidence and feedback, brainstorming-the causes and-effects and evaluating the identified root cause to effectively solve the problem Figure-1.-The-suggested-Root-Cause-Analysis-process To begin with, the identified issues could be driven from contributing factors: knowledge and skill, ability, condition, standards and measurements, motivation and feedback (Koliba, Campbell-&-Zia-2011) With deeper analysis, information shows that Sally has the suitable qualifications, prior experience doing similar work, and proper research regarding the standards and the needs of her training seminars, which has shown that Sally has the sufficient knowledge, skill and understanding to conduct training seminars and it is likely not the root cause of the problem (Mahto-&-Kumar-2008) However, causes like: not up-to-date training contents, classroom operating styles, presentation styles, might occur and therefore this need to be examined through surveys or interviews of the recent participants to fully understand the situation To effectively brainstorming the remaining factors, the fishbone diagram is recommended to systemize the causes and their effects on Sally’s performance as well as the company’s operation and success, which can be narrowed down to identify the final root cause of the issues (Coccia 2018) Then, collecting the relevant feedback and evidence of the identified factors need to be implemented through comparing between the participants, time periods, teaching approaches, incentives and relationships between her highrating classes and low-rating classes, along with how Sally adapts to changes in recent environments to identify the causes of the issue, which all need to be identified and analyzed clearly with relevant evidence and feedback (Medina-Oliva et al 2012; Rusu, Avasilcăi-&-Huţu-2016) On the other hand, if the contributing factors are driven from the training department on an organizational level, feedback and evidence on a wider and deeper scale with various sources of information need to be collected to ensure the justice and critical analysis of the situation Lastly, the root cause of the identified problems and the contributing factors need to be evaluated to be effectively solved In this case, it is crucial to understand the extent that the problem can be solved, with its barriers and the suitable approaches that can be done to develop the improvement plan Depending on the root cause of the problem, the improvement plan will be developed with appropriate approaches that best solve the problem and are encouraged to be implemented Through the-RCA-process, the identified root cause is crucial for the organization to understand the initial cause that had stimulated all the contributing factors which will fundamentally contribute to the improvement of Sally’s performance appraisal process III Build a effective appraisal process and improvement plan along discussion with Sally [Importance of performance management system and its functions theory] As it is well-known that performance appraisal is a system for assessing employees' output, identifying their strengths and weaknesses in order to improve their productivity, it is also known as the process of arranged meetings between an employee and their manager that occurs on a regular basis to identify the individual's accomplishment and capacity building objectives (Dauda &-Luki-2021) [Interpret the system with theory evidence support + case application] According to studies, the performance appraisal conversation is detected as a threat to employees as they felt exposed and criticized, which has led to denial of changes and conflict relationships, particularly Gallup’s research shows that only 14% of employees strongly think that their performance appraisal motivates them to work better (Iqbal-et.-al-2013; Idowu-2017;Sutton-&-Wigert-2019) Therefore, an effective performance appraisal process focusing not only on improving ratings but also Sally’s growth and development should be implemented, through the process of: preparation before the meeting, appraisal and improvement plan developing, coaching and monitoring the progress of improvement Figure The-recommended-performance- appraisal-process Meeting with-Sally to discuss about the improvement plan The first step of this process is preparation, planning for the appraisal process and understanding the performance-gaps Although the existing feedback collecting is inadequate and causes confusion and obscure analysis, it is helpful to note -down Sally’s performance-gaps: contributing effects and root cause of Sally’s low performance as well as the positive approaches of her high performance Hence, collected data -and informationshould-be analysed to form a general improvement plan with recommendations to enhance the effective performance appraisal during the conversation with Sally, which shows descriptiveness and future-focused during the performance appraisal conversation (Ossenberg,-Henderson-&Mitchell-2019) During this process, performance-gaps-between-appraisers' and Sally’s views on the performance need to be addressed, which can avoid unwanted conflicts, biases-and misunderstandings (Sanders-et.-al-2018) Particularly, the-meeting-with-Sally-can-be-done one-to-one in a formal environment such-as-a-common-meeting office that can be-booked beforehand during an agreed time that Sally suggested, as this would enhance privacy and create a comfortable communication environment forSally During the appraisal process, the appraiser should apply employee-centered communication along with performance coaching during reviews, evaluation and forming the improvement plan As communication is an essential element of successful performance appraisal, two-ways communication with sympathy and transparency can deliver common understanding and interpretation regarding the discussed ideas (Bartz-2017) Specifically, the communication during Sally’s appraisal need to be reflecting - show the desire to understand Sally’s situation by periodically reviewing, summarizing and clarify what Sally expressed; exploring - examine Sally’s ideas-byquestions-to-obtain-contradictory-information, acceptance -mutual respects by actively listening and giving unbiased opinions from both the appraisers and Sally (Seemann, Stofkova-&-Binasova-2020) Thus, appraisers-shouldimplement performance coaching when providing Sally feedback as it is a sensitive process which can cause conflicts and misunderstanding Specifically, good-performance-should-be-reviewed first to point out effective approaches in her high-rating classes, which partly ease out the conversation and enhance the relationship-before-the-following-evaluation-process (AlJedaia-&-Mehrez-2020) With studies showing that evaluation is a-threatening process for employees, appraisers are encouraged-to-use-the-performance-coaching approaches to enhance the satisfaction for both parties while avoiding conflict (McFarlin-&Sweeney-1992; Cook-&-Crossman-2004) While performance feedback and review focus on evaluating past performance, it is suggested for appraisers to implement performance coaching - essentially problem-solving with an emphasis on identifying what will encourage a staff member to be more productive with collaborative discussion about solutions to improve performance (Hillman,-Schwandt-&-Bartz-1990; Bartz 2017) Particularly, the implemented-process encourages Sally to self-evaluate her performance before discussing the identified issues and its root-cause, then provide all the evaluations with collected data in accordance to task related-objectives and enhance collaborative communication to build an improvement plan This will-create a trusting and-supportive environment for the appraiser to motivate Sally reflecting-her performance while identifying suitable objectives for the improvement-plan, with employee development and potential being prioritized to avoid conflicts and uncooperation (Gesme-&Wiseman-2011; Sabir-2016) Regarding the improvement plan, the solutions must be built based on the evaluated root cause, with future performance should be evaluated in accordance-with suitable measurements and objectives To effectivelyconstruct the -improvement plan, the need for innovative performance measurements and objectives are observed, as they can effectively reflect the root cause As formal ratings procedure and annual or quarterly-feedback are not suitable for the agile business environment anymore, companies-like Deloitte, Accenture-and-KPMG updating their performance appraisal process using enhanced rating processes and using a broader range of data as well as provide more frequent-feedback and evaluation (Cappelli &-Tavis-2016; Murphy 2020) Therefore, it is suggested for the appraiser and Sally to discuss the suitable performance measurement-and objectives-with updatedattendees evaluation forms including specific expectation, feedback and recommendation to effectively-reflect Sally’s training seminar (Rivera et al2021) Since-studies-found-that setting clear expectations can enhance both productivity and engagement, the appraiser may clarifies the expectations and standards of Sally’s work task with specific goals set by Sally - the performance goals she want to achieve as well as the development goals (skills, knowledge…) she want to enhance During this process, it is-crucial to compare past-objectives-to find out more-appropriate and-effective objectives from Sally’s RCA process (Boice & Kleiner 1997; Islami, Mulolli & Mustafa 2018) Then, discussed solutions regarding the improvement plan should be clarified of its impact and implemented based on the conducted RCA process, the agreed-measurements and Sally focusing on the development and improvement according to the goals she has set earlier Specifically, prescribing solutions can be -coaching and training if the root cause is knowledge and skill, flexible work models and health tracking if the root cause is Sally’s mental or physical ability, providing suitable tools and assistance if the-root cause is working condition, etc By-implementing appropriate solutions-according-to the issues’ root cause and Sally’s development goals, this will create a -growth mindset for-Sally to accept changes and work on improving her performance (Derler,-Sanders-&-Steel2019) However, it-is-also-crucial-for-the appraiser to point out possible challenges-that-might-occur during this process, explain-the possible repercussion-and motivate-Sally-to clarify the process and engage -her in ỉmproving the performance (Sabir-2016) Lastly, the improvement plan should provide Sally with constant performance coaching and feedback to provide real-time evaluation-and-enhance-theeffectiveness During the process, it is crucial for not only the supervisor butalso participants and colleagues to track the progress with collaborative feedback Moreover, real-time-and constant feedback from both parties should be enhanced, as studies show -that weekly-feedback from-varioussources led to times more engaged and-motivated-performance, with companies like General Electric, IBM, (Cappelli-&-Tavis 2016) Mid-plan adjustment is also enhanced by checking with Sally of what is working well and what is not, specify it with-a-RCA process and adjust the improvementplan in-accordance with the-collected information (Lüftenegger-et.-al-2018) In this process, Sally’s manager-should play-the role of-creating-a-learning 10 environment, actively listen and provide coaching on a degree of customized growth that can only be accomplished with a thorough understanding-of employees' capabilities and goals, which will encourage Sally’s growth mindset and problem-solving skills and engage-relationships-within the company (Sutton &-Wigert-2019) IV Conclusion With-the-problems-of inconsistent-ratings that Sally faced, the improvingprocess model are proposed to fundamentally -solve the issues with-practicalapproaches-that present a win-win appraisal process -for biases-both-parties By implementing the RCA process along with the performance appraisal process to build a suitable -improvement plan in-accordance with the analysed-root-cause and innovative performance-measurements and objectives, the identified problems are expected to be effectively-improvedwith-Sally-performance-progress tracking and coaching-alongside-the- implementing-period REFERENCES Al-Jedaia, Y, Mehrez, A, 2020, ‘The effect of performance appraisal on job performance in the governmental sector: The mediating role of motivation’, Management Science Letters, vol 10, no 9, pp.2077-2088, viewed September 2021, < http://m.growingscience.com/beta/msl/3739-the-effectof-performance-appraisal-on-job-performance-in-governmental-sector-themediating-role-of-motivation.html> Bartz, D 2017, ‘Communication, Feedback, and Coaching Skills for Managers to Use with Staff Members During the Performance Appraisal Process’, 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