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Performance Appraisal Compensation Emails Solution
Performance Appraisal Compensation Emails
Table of Contents
Order ID# 45178248544XXTG457 Plagiarism Level: 0-0.5% Writer Classification: PhD competent Style: APA/MLA/Harvard/Chicago Delivery: Minimum 3 Hours Revision: Permitted Sources: 4-6 Course Level: Masters/University College Guarantee Status: 96-99% Instructions
Performance Appraisal Compensation Emails
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: Performance Appraisal Compensation Emails
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 Performance Appraisal Compensation Emails
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 Performance Appraisal Compensation Emails
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
Performance Appraisal Compensation Emails
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: PayPerformance Appraisal Compensation Emails
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?
Performance Appraisal Compensation Emails
RUBRIC
Excellent Quality 95-100%
Introduction 45-41 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Literature Support 91-84 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Methodology 58-53 points
Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met.
Average Score 50-85%
40-38 points More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided.
83-76 points Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration.
52-49 points Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met.
Poor Quality 0-45%
37-1 points The background and/or significance are missing. No search history information is provided.
75-1 points Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration.
48-1 points There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met
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Performance Appraisal Compensation Emails
