Case Study 1: Lessons from Two Different Performances - A Supervisor’s Story

The lessons point out that an employee can be an excellent producer even though the person is
not very likeable. In addition, an employee can be a poor producer but very likeable. Likeable
employees tend to be much harder to approach with a criticism because they are often
considered a friend.

1. Why is it harder to give negative feedback to an employee you might consider a friend
than to one that is hard to get along with at work?
2. Would you rather work with a likeable employee who is a poor performer or a competitive
less friendly employee who gets lots of work accomplished?
3. How should a supervisor deal with friendly and unfriendly employees with various
performance levels?

Case Study 2: Revising the Performance Appraisal System at St. Luke’s Hospital
The performance appraisal system at St. Luke’s had evolved over a period of years to become
a form of about 20 pages for each employee. In addition to meeting administrative needs, some
of the length resulted from compliance with numerous federal, state, and health-care industry
requirements. The existing performance appraisal system was based on a combination of job
descriptions and a performance appraisal. Further, health care accreditation requirements
necessitated using a competency management program focusing on employee development
and education. To complete an employee’s appraisal, supervisors and managers scored
employee performance on formal weighted criteria, and then summarized the information by
compensation and benefits class. Summaries were reviewed by upper management to help
ensure consistency. The overall performance appraisal process was paper-intensive, slow, and
frustrating, because it required a total of 36 steps. A steering committee undertook the process
of improving the present performance appraisal system. The committee first determined the
need to have a system geared to the needs of those using it. Also, the committee wanted the
system to use more technology and less paper. Following a study of performance appraisal
literature, brainstorming, and evaluating software appraisal programs, the committee decided
it would have to design its own system. The option chosen consisted of moving the numerical
criteria scores from individual pages of the job description to a summary sheet that provided
for scoring up to six employees on one form, computer calculated scores. Also, written
comments were moved to a summary sheet dealing only with exceptions to standards. The
most difficult part of developing the new system was designing the database. The new process
reduced the form from 20 pages to 7 per employee. Supervisors and managers were given the
option of using computerized comment sheets. Another time saver was the ability to use the
system to record and document noteworthy performance incidents, both positive and negative,
as they occurred during the rating period. A critical aspect of implementing the new system
was the required training for all supervisors and managers. During the training, attendees were
given a sample package with appraisal forms, a check-off timeline, a resource text, and
directions for using the on-line performance appraisal forms. An evaluation plan was also
developed for the new performance appraisal plan. After the new system had been in use, the
evaluation revealed that 90% of the supervisors and managers felt the process had indeed been
streamlined. Also, following the first year, the committee reconvened to identify areas for
improvement. Some minor revisions have been instituted.

1. Explain why the new performance appraisal system at St. Luke’s Hospital is likely to result
in more accurate performance appraisals.
2. Describe some of the advantages and disadvantages of combining job descriptions,
performance appraisals, and competency profiles for development as St. Luke’s did.