A CASE OF UNSTEADY STANDARDS:

The construction manager for road builders, Inc., George Kelly, called a
meeting of the six project managers. The call order gave the purpose as
established performance standards for engineers and construction crews.
Although George was relatively new in his position, he wanted his people to
develop an understanding of their responsibilities in terms of the new standards
the company was implementing.
All six were experienced people and equally balanced between three recent
college graduates and three up-from-the-ranks construction foremen. During the
meeting it was apparent that one old timer, Ed Johns, was not cooperating in the
project. He did not raise objections, however, and a few realistic standards were
mutually agreed on. The other five managers seemed to be participating
sincerely. The new boss was so pleased with their participation that he assumed
that Ed Johns was just quiet by nature. All in all, George Kelly felt it was a
successful standards-meeting meeting; realistic performance expectations that
had been developed by consultants were introduced, and the project managers
seemed to accept the need for them.
When the construction job was well under way, George Kelly sat down with
each of the project managers to review the achievements that had been
experienced with the new standards. All went well until Kelly talked to Johns.
Johns was impatient and told Kelly I sat around while you wasted almost all
day in fooling around with all the standard stuff, but I didnt know u really
meant it for me and my crew. We got a highway to build. Thats my job. I know
it. I do it. Right now Id be doing more good by planning tomorrows schedule
than wasting my time hashing over last weeks stuffs.
Kelly replied, Ed, you sat in our meeting two months ago and didnt object
when we set this performance standards. They apply to you as well as the
others. I noticed then you didnt say much. Now I take it you think we wasted a
lot of time.
As far as Im concerned, we wasted a day, said Ed. Ive been around,
George. I know what Im doing. If I dont do it to suit you, say so. If you cant
tell how well its done without those fancy time limits, its your problem. Ive
got eight foremen under me. I dont have to waste time on standards with them.
They know what I want because I have told them.

I appreciate that, but maybe you might find ways to do better if you regularly
reviewed these standards with them, countered George.
Could be, but I dont get the point in going at this way. Now dont take this
personal. Ive gotten a fair shake so far. But believe me, this standards business
is a waste of time. It makes no sense to gab about what we are going to do,
fussing with all those job times you bought from somewhere, and then hashing
it all over again if we didnt get done like the book says. Every job is different.
No book can tell you how to do it. After all I have been doing pretty well for the
past five years managing my road building without It., said Ed.
George paused to squarely meet johns eyes, lowered his voice and gravely
asked, How do you know? can you prove it Ed?

Questions:
1. In your opinion, was this a good answer? If Kelly made a mistake, where
was it? If Ed was wrong, how so?

2. What advice do you suggest for implementing a performance appraisal

system in an organisation in which such systems are unknown?