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Chapter 07 - Managing Employee Engagement and Performance
Chapter 7: Managing Employee Engagement and Performance

Chapter Summary
The focus of this chapter is on measuring and increasing employee engagement, avoiding
unnecessary turnover, managing employee performance, employee discipline and involuntary
turnover (terminations). The first section examines what manager can do to increase employee
engagement and prevent voluntary turnover (turnover initiated by employees.) Topics include
job withdrawal and job satisfaction, sources of job dissatisfaction and how survey feedback
research and subseequent interventions can be used to retain high performers.
The chapter then examines a variety of approaches to performance management.
Discussion begins with an organizational model of the performance-management process that
examines the system's purposes. Five criteria for gauging effective performance
managements systems are described, and then specific approaches to performance
management are discussed, including the strengths and weaknesses of each approach. The
various sources of performance information are also presented. Next, the errors resulting
from subjective assessments of performance are identified, as well as the means for reducing
those errors. This is followed by a discussion of the effective components to performance
feedback. Finally, the causes of performance problems are identified, together with actions
managers can take to manage employees’ performance. Discussion then turns to the
importance of developing and implementing a PM system that follows legal guidelines.
Various benefits and challenges of using electronic monitoring for performance management
are also covered.
This is followed by a section on managing involuntary turnover, which includes definitions
of just cause, wrongful and constructive dismissal. The chapter then concludes with a
discussion of fairness and principles of justice, progressive discipline, alternative dispute
resolution, employee assistance and wellness programs, and outplacement counselling.
Learning Objectives
After studying this chapter, the student should be able to:
LO1 Describe what influences employee satisfaction, possible causes of job withdrawal,
and how to measure employee engagement.
LO2 Identify the major determinants of individual performance and general purposes of
performance management.
LO3 Identify the five criteria for gauging effective performance management systems.
LO4 Discuss the traditional approaches to performance management, and how to select the
most effective approach for a given situation.
LO5 Discuss the advantages and disadvantages of the different sources of performance
information.
LO 6 Distinguish types of rating errors, and explain how to minimize each in a performance
evaluation.
7-1
Strategic Human Resource Management: Gaining a Competitive Advantage 2nd Canadian Edition
Copyright© 2016 by McGraw-Hill Ryerson Limited
LO7 Conduct an effective performance feedback session.

LO8 Identify the cause of a performance problem or lack of engagement.
LO9 List the major elements that contribute to perceptions of fairness and how to apply
these in organizational contexts involving discipline and dismissal.
Extended Chapter Outline
Note: Key terms appear in boldface and are listed in the "Chapter Vocabulary" section.
Opening Vignette:
Enter the Word of Business: Engagement and Success Follows Love
Six years after founding I Love Rewards, a company that builds web-based rewards and recognition
programs, Razor Suleman, founder of I Love Rewards, took stock of his company’s situation and found the
company had very low morale. When one of his employees challenged him to create a vision for the
company, Suleman created a plan to “recruit, retain and inspire great people” and to become a global leader
in employee recognition. It transformed the tiny company’s future. Suleman had suddenly realized that
even though the company was marketing employee-recognition software and recognition consulting
services, he had neglected to create a recognition program for his own team. This led to many innovative
changes designed to create total engagement among I Love Rewards’ employees, and the company became
a role model for its customers. Suleman focussed on winning the heads and hearts of his own employees,
and making I Love Rewards a great place to work and an inspiration to clients.
Suleman’s approach paid off and by 2011, with revenues doubling year over year, its impressive
growth attracted $38 million in venture financing, and the company (renamed Achievers) expanded into the
U.S. starting in San Francisco. About the same time, it launched its own unique awards program called
Achievers 50 Most Engaged Workplaces™. In the past five years it has annually awarded honours to the
top 50 employers in North America that are leading innovation in engaging employees to make their
workplaces more productive (e.g. 3M, CIBC, GoodLife Fitness). The company is now expanding into
England. As employee engagement has increased at Achievers, the company garnered numerous awards
itself (starting in 2007) such as placing first in AON Hewitt’s annual Best Small and Medium Employers
list (in the GTA) and the 2015 Best Workplaces in Canada, plus many more (similar) honours. This is
because researchers have found the company’s employees to be very highly motivated and enthusiastic
about the company and their jobs. Today the people management practices at Achievers are totally aligned
with the business of Achievers and the company’s website career page includes a list compiled (by
employees) of 77 reasons “why Achievers is a great place to work.” This list is very long and is a
testament to a company whose key product is Employee Success Platform™ and whose mission is to
“Change The Way The World Works”.
I. Introduction
Every executive recognizes the need for satisfied, loyal customers and if the firm is
publicly held, to also have satisfied, loyal investors. Customers and investors provide the
financial resources that allow the organization to survive – an issue of sustainability. Thus,
the chapter begins by discussing two important concepts:
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First – what managers can do to increase engagement among employees, influencing them
to stay with the organization. This focuses on avoiding voluntary turnover, which is
turnover initiated by employees (often whom the company would prefer to keep).
However, successful firms must also be able and willing to dismiss employees who are
engaging in counterproductive behaviour. Involuntary turnover is turnover initiated by
the organization (often among people who would prefer to stay)
II. Driving Engagement: Preventing Voluntary Turnover

Employers should be obsessed with preventing employees who are highly valued by the
organization from leaving. At the organizational level, turnover results in lowered work
unit performance, which, in turn, harms the firm’s financial performance. This causal chain
is especially strong when the organization is losing its top performers. As well, for
organizations that rely on teams or long-term customer contacts, the loss of workers who
are central to employee teams or customer networks can be especially disruptive.
In general when it comes to complex jobs there seems to be a curvilinear relationship

between past performance and future turnover, in the sense that the worst and best
performers tend to leave more frequently. Low performers often see the “writing on the
wall” and quit before they are fired. In contrast, top performers often have many other
employment opportunities and are the subject of repeated poaching attempts that
eventually take their toll unless the organization can keep coming up with pay raises. Other
employers offer lavish benefits. (See Google example).
Replacing workers is expensive: recent estimates place this cost at roughly $50,000 for
professional or managerial workers and $25,000 for clerical or manufacturing employees.
Such costs are just the tip of the iceberg, however, when it comes to the costs of job
dissatisfaction and turnover. There is also a demonstrable relationship between employee
satisfaction and customer satisfaction at the individual level, and turnover rates and
customer satisfaction at the organizational level. Indeed, the whole employee satisfaction–
firm performance relationship can become part of a virtuous cycle.
1. Process of Job Withdrawal
Employee engagement (defined in Chapter 1) is the degree to which employees are

fully involved in their work and the strength of their job and company commitment.
Engagement is seen to be waning when employees become dissatisfied with
something and begin to withdraw from the job in one way or another.
Job withdrawal is a set of behaviours that dissatisfied individuals enact to avoid the
work situation. The progression of withdrawal theory says that dissatisfied
individuals enact a set of behaviours in succession to avoid their work situation. See
7-3
Text Figure 7.1, a model which groups the overall set of behaviours into three
categories: behaviour change, physical job withdrawal, and psychological job
withdrawal.
1. Behaviour Change
An employee's first response to dissatisfaction would be to try to change the

conditions that generate the dissatisfaction. This could lead to
supervisor-subordinate confrontation, perhaps even conflict, as dissatisfied
workers try to bring about changes in policy or upper-level personnel.
When employees are unionized, dissatisfaction leads to an increased number of
grievances being filed.
2. Physical Job Withdrawal
A dissatisfied worker may be able to solve his or her problem by leaving the
job. This could take the form of an internal transfer. If the source of
dissatisfaction relates to organization wide policies, organizational turnover is
likely. In a recent survey, on average, companies spend 15 percent of their
payroll costs to make up for absent workers. Part of the reason absenteeism is
costly is that it often spreads like a virus, from one worker to another. The
evidence suggests there are strong social norms associated with absenteeism
and that it “snowballs”.
3. Psychological Withdrawal—Employees that are unable to change their

situation or physically remove themselves from the situation may
"psychologically disengage" themselves from their jobs.
If the primary dissatisfaction has to do with the job itself, the employee may
display a very low level of job involvement. If the dissatisfaction is with the
employer as a whole, the employee may display a low level of organizational
commitment. Individuals who have low organizational commitment are often
just waiting for the first good opportunity to quit their jobs.
Despite debate around various aspects of the withdrawal process, there is a

general consensus among researchers that withdrawal behaviours are clearly
related to one another, and they are all at least partially caused by job
dissatisfaction
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2. Job Satisfaction and Job Withdrawal
As noted in Figure 7.1 the key driving force behind loss of engagement and all the
different forms of job withdrawal is job satisfaction, which is a pleasurable feeling
that results from the perception that one’s job fulfills or allows for the fulfillment of
one’s important job values.
Important aspects of job satisfaction that influence the degree of job satisfaction an
employee feels include: (1) it is a function of values (what a person consciously or
unconsciously desires to obtain); (2) employees have different views of which values
are important, and (3) it is subject to individual perception, which is not always an
accurate reflection of reality. Different people may view the same situation differently,
depending on their own frame of reference.
Often the most salient frame of reference for job satisfaction is the person’s current
level of satisfaction and changes in the direction of job satisfaction predict turnover
over and above the absolute level of turnover itself. That is, two people could report a
level of “moderate” satisfaction with their jobs, but if one person was formerly high,
and the other person was formerly low, the person with the negative trend has a much
higher probability of leaving relative to the person with the positive trend.)
Evidence-Based HR
Recent survey evidence indicates that, although an employee’s own level of job satisfaction in
an important predictor of turnover, what the employees around a person think and feel can
also influence their decision to leave. This evidence indicates that it is important for
employers to have accurate knowledge of the job satisfaction levels associated with different
units of their organization
3. Sources of Job Dissatisfaction
Many aspects of people and organizations can cause dissatisfaction among employees.
Managers and HR professionals need to recognize them as levers for raising job
satisfaction, increasing engagement and reducing employee withdrawal. Sources of
job dissatisfaction include:
Safe working conditions – the perception and reaction of employees to the safety of
their working conditions has ramifications for satisfaction, retention, and competitive
advantage that go far beyond merely meeting legal requirements. If applicants or job
incumbents perceive that their health or lives are at risk because of the job, attracting
and retaining workers will be impossible.
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Pay and benefits – for most employees pay is both a source of income and an indicator
of status. For some people pay is a reflection of self-worth, so pay satisfaction takes
on critical significance when it comes to retention. Satisfaction with benefits is another
important dimension of overall pay satisfaction and since employees tend to underrate
the value of their benefits package it is critical to make benefits highly salient to
employees. Both benefits and pay should link to organizational strategy.
Supervisors and co-workers - are the two primary groups of people who affect job
satisfaction for employees. A person may be satisfied with her supervisor and co-
workers because she shares the same values, attitudes and philosophies as they do, or
because they provide the social support she needs to achieve her own goals.
Considerable research indicates that social support is a strong predictor of job
satisfaction and lower employee turnover. In addition abusive supervision is a major
cause of turnover and some organizations reduce turnover when they remove a
specific supervisor who lacks interpersonal skills. Because incivility and lack of
interpersonal skills among co-workers or team members can also create job
dissatisfaction, many organizations foster team building both on and off the job (such
as softball or hockey teams).
Competing Through Technology

Didn’t Your Boss Used to Be a Vacuum Cleaner?
This case discusses the use of robots to bolster communications quality between
employees using new technology to communicate and meet. These robots, using GPS
technology to navigate, might include such features as a video monitor, camera and
microphone that can be moved around to talk “face to face” with people in the robot’s
proximity.
Tasks and roles - Employers have direct control over tasks and roles, and nothing
surpasses the nature of the task itself as a predictor of job dissatisfaction. Important
issues associated with tasks include complexity of the task, the amount of flexibility in
where and when the work is done, and the value the employee puts on the task. With
few exceptions there is a strong positive relationship between task complexity and job
satisfaction. That is, the boredom generated by simple, repetitive jobs leads to
frustration and dissatisfaction. (See Competing through Globalization feature.)
Competing Through Globalization

Riot Puts Spotlight on Working Conditions
A recent riot at Chinese based Han Hoi’s (a.k.a. Foxconn) factory that started with two
workers having an altercation eventually involved over 2,000 employees and 5,000
paramilitary forces. These types of incidents are increasing in frequency in China –
and this is not the first public image black-eye for Foxconn. This is the same company
who installed nets to the sides of their buildings to catch workers who were jumping
off of top floors to commit suicide due to poor working conditions.
7-6
Another task based intervention to reduce job dissatisfaction is job enrichment,

which increases job complexity and engagement. Another way to increase engagement
is through job rotation, a task based intervention, (discussed in Chapter 6.)
A second critical aspect of work that affects satisfaction and retention is the degree to
which scheduling is flexible. To help employees manage their multiple roles,
companies have turned to a number of family-friendly policies such as provisions for
child care, elder care, etc. (See Competing through Sustainability feature).
Finally, by far the most important aspect of work in terms of generating satisfaction is
the degree to which it is meaningfully related to core values of the worker. To generate
satisfaction work should be meaningfully related to core values of the worker. The
term prosocial motivation is used to capture the degree to which people are motivated
to help other people. When people believe that their work has an important impact on
other people, they are much more willing to work longer hours.
Competing Through Sustainability:

Parents, Kids and Caring Companies
For new mothers returning to work there is nothing more stressful that searching for
manageable childcare arrangements. Employees will experience high stress unless they work
for a resourceful employer who helps by providing work-life balance programs and access to
emergency caregivers when a crisis crops up. Ernst & Young, RBC Financial Group, Cassels
Brock and Deloitte & Touche are helpful such employers. Each maintains a membership with
Kids and Company, an innovative care provider founded in 2002. The company operates on a
business-to-business model that provides full service daycare centers accessible only by
employees of corporate clients. Corporate clients pay $5,000 - $10,000 per year for
membership fees and about half also subsidize a portion of parents’ fees. By 2008 the client
list included numerous law firms, most of the Big Six banks, all of the Big Four accounting
firms and multinationals such as Coca-Cola and Procter & Gamble. One of the key attractions
of Kids and Company’s services is that it provides emergency backup care for stress-laden
days when unanticipated issues interrupt normal child or eldercare arrangements. KPMG is
an especially thoughtful employer providing a range of programs to help parents manage
work, home and family effectively, and it also sponsors another very innovative program to
help parents of children with special needs (the Flexible Work Arrangements Program and
access to Personal Care Time). Managers work proactively with employees using
performance guidelines to work out (jointly) the most appropriate flexible arrangement from
the choices available. The network has become one of the most active and thriving employee
resource groups nationally.
4. Employee Engagement Surveys

A systematic, ongoing program of employee survey research should be a prominent
part of any human resource strategy for a number of reasons:
7-7
(1) It allows the company to monitor trends over time and thus prevent problems in
the area of voluntary turnover before they happen.
(2) ongoing surveys provide a way to empirically assess the impact of changes in
policy (such as introduction of a new performance appraisal system) and may
provide the information necessary to know what to keep on doing and what needs
to be changed.
(3) When such surveys incorporate standardized scales, they can allow the company to
compare itself with others in the same industry along these dimensions. This
might allow the company to react and change its policies before there is a mass
exodus of people moving to the competition.
Employee engagement surveys often raise expectations. If people timely action

isn’t taken to address problems identified in the survey, satisfaction is likely to be
even lower than it would be in the absence of a survey.
Finally, exit interviews with departing workers can be valuable for uncovering
systematic concerns that are driving retention problems. If properly conducted, an
exit interview can reveal the reasons why people are leaving, and perhaps even set
the stage for their later return.
III. Managing Performance

Companies that seek competitive advantage through employees must be able to manage the
behaviour and results of all employees. The formal performance appraisal system was been
the primary means for managing employee performance. Most managers and employees
dislike performance appraisals. Reasons include the lack of consistency across the
company; inability to differentiate among different performance levels; and the inability of
the appraisal system to provide useful data to aid employee development; or to build
engagement among employees and a high-performance culture.
Some argue that all performance appraisal systems are flawed. Table 7.1 shows some of
the criticism of performance appraisals and how the problems can be fixed. If done
correctly, performance appraisal can provide several valuable benefits to both employees
and the company. An important part of appraising performance is to establish employee
goals, which should be linked to the company’s strategic goals. A good appraisal process
ensures that all employees doing similar jobs are evaluated according to the same standards
and a properly conducted appraisal can help the company identify the strongest and
weakest employees. The use of technology, can reduce the administrative burden and
improve the accuracy of performance reviews.
7-8
The performance appraisal is only one part of the broader process. Performance
management is the process through which managers ensure that employees’ activities and
outputs are congruent with the organization's goals. Performance management is central to
gaining competitive advantage. An effective performance management system has three
parts: defining performance, measuring performance, and feeding back performance
information. (See Table 7.1 in the text)
Performance Appraisal is the process through which an organization gets information on

how well an employee is doing his or her job.
Performance Feedback is the process of providing employees information regarding

their performance effectiveness.
IV. THE PRACTICE OF PERFORMANCE MANAGEMENT

Several recent surveys of human resource professionals suggest that most companies’
performance management practices require annual paper-driven reviews that include both
behavior and business goals. Because companies are interested in continuous
improvement and creating engaged employees—employees who know what to do are
motivated to do it—many companies are moving to more frequent, streamlined
performance reviews.
V. An Organizational Model of The Process of Performance Management
A. The Process of Performance Management

Performance Management does include the once or twice a year appraisal or
evaluation meeting, but it is a process, not an event. Figure 7.2 shows the performance
management process. Performance Management involves six steps.
1. The first step in the performance management process starts with understanding
and identifying important performance outcomes or results. Typically, these
outcomes or results benefit customers, the employees’ peers or team, and the
organization itself.
2. The second step of the process involves understanding the process (or how) to
achieve the goals established in the first step. This includes identifying measurable
goals, behaviours, and activities that will help the employee achieve the
performance results.
3. Step three in the process, organizational support, involves providing employees

with training, necessary resources and tools, and frequent feedback communication
between the employee and manager focusing on accomplishments as well as issues
7-9
and challenges influencing performance.

4. Step four involves performance evaluation, that is, when the manager and employee
discuss and compare the targeted performance goal and supporting behaviours with
the actual results. This typically involves the annual or biannual formal
performance review.
5. In step five the employee the employee (with help from the manager) identifies
what he or she can do to capitalize on performance strengths and address
weaknesses. This includes identifying training needs, adjusting the type or
frequency of feedback the managers provides to the employee, clarifying, adjusting,
or modifying performance outcomes, and discussions of behaviours or activities
that need improvement or relate to new priorities based on changes or new areas of
emphasis in organizational or department goals.
6. Finally, it is important to realize that what employees accomplish (or fail to

accomplish) and their consequences help shape changes in the organizational
business strategy and performance goals and the ongoing performance management
process.
In addition, company leaders’ behaviour can help create a culture that encourages
performance feedback and recognition
VI. Purposes of Performance Management

There are three purposes to performance management: strategic, administrative and
developmental:
Strategic Purpose:
First and foremost, a performance management system should link employee activities
with the organization's goals. Example: If an organization has a goal to promote
employment equity, the performance appraisal system should reward managers that hire
and promote members of the four designated groups. Performance management is
critical for companies to execute their talent management strategy and it can even help
develop global business.
Administrative Purpose:
Performance management information is used for administrative decisions such as salary
administration, promotions, retention, termination, layoffs, and recognition of individual
performance. Many managers feel uncomfortable feeding back evaluations to the
employees; thus, they tend to rate everyone high, or at least rate them the same.
Developmental Purpose:
7-10
Performance management can be used to develop employees who are ineffective at their
jobs. Ideally, the performance management system identifies not only any deficient
aspects of the employee’s performance but also the causes of these deficiencies.
Managers are often uncomfortable confronting employees with their performance
weaknesses but giving high ratings to all employees (to avoid conflict) undermines the
developmental purpose of the performance management system. An important step in
performance management is to develop the measures by which performance will be
evaluated.
VII. Performance Measures Criteria

Although researchers, practitioners and others differ about criteria to use to evaluate
performance management systems, five stand out: strategic congruence, validity,
reliability, acceptability and specificity.
Strategic congruence is the extent to which the performance management system elicits
job performance that is congruent with the organization's strategy, goals, and culture.
Example: If a regional bank decides to become known as the hallmark of customer
service, then the branch managers and tellers should have performance measurements
focused on customer relations.
Validity is the extent to which the performance measure assesses all the relevant—and
only the relevant—aspects of job performance. It is also called "content validity."
Validity is concerned with maximizing the overlap between actual job performance and
the measure of job performance (Figure 7.3).
A performance measure is deficient if it does not measure all aspects of performance.

Example: A company's performance measure for managers is deficient because it does
not measure such aspects of managerial performance as developing others or social
responsibility.
A contaminated measure evaluates irrelevant aspects of performance or aspects that are

not job related.
Example: A company's performance measure would be contaminated if it evaluated its
managerial employees based on how physically attractive they were.
Reliability refers to the consistency of the performance measure. Interrater reliability is

the consistency among the individuals who evaluate the employee's performance.
Example: Professor Wagner's teaching evaluations have interrater reliability since both
her students and her peers who visited her classes rated her above average.
7-11
With some measures, the extent to which all the items rated are internally consistent is
important (internal consistency reliability). The measure should be reliable over time
(test-retest reliability).
Acceptability refers to whether the people who use the performance measure accept it. It
is affected by the extent to which employees believe the performance management
system is fair (See Table 7.2).
Specificity is the extent to which a performance measure gives specific guidance to

employees about what is expected of them and how they can meet these expectations.
Example: Paula, a sales representative for a brokerage firm, is expected to record 25 cold
calls per day and call each client on her books every two weeks. She is also expected to
make sales of at least $30,000 per month to remain in her position.
VIII. Approaches to Measuring Performance

An important part of effective performance management is establishing how we evaluate
performance. In this section different ways to evaluate performance are explored: the
comparative approach, the attribute approach, the results approach, and the quality
approach. These approaches are then evaluated against the criteria of strategic congruence,
validity, reliability, acceptability, and specificity. Many companies use a combination of
approaches. To effectively contribute to organizational business strategy and goals,
effective performance evaluations should measure both what gets accomplished
(objectives) and how it gets accomplished (behaviours).
A. The Comparative Approach—The comparative approach to performance requires

the rater to compare an individual’s performance with that of others.
1. Ranking is one of the techniques that arrive at an overall assessment of the

individual's performance.
 Simple ranking requires managers to rank employees within their departments
from highest performer to poorest performer.
 Alternation ranking consists of a manager looking at a master list of
employees, deciding on who is the best employee, and placing that person as a
number one on a new (blank) list that will eventually rank all employees from
highest performer to poorest performer (best to worst).
2. Forced Distribution - The forced distribution method ranks employees in groups,

and requires the managers to put certain percentages of employees into pre-
determined categories. Advocates of this system say they are the best way to
identify high potential employees who should then be given training and rewards,
and to identify the poorest performers who can then be helped towards better
performance. This method helps managers tailor development activities to
employees based on their performance. (See Table 7.3)
7-12
3. Paired Comparison—The paired comparison method requires managers to

compare every employee with every other employee in the work group, giving an
employee a score of 1every time he or she is considered the higher performer.
Employees are ranked by how many points they receive. This method tends to be
time consuming for managers and becomes even more so as the organization
flattens and increases span of control.
B. The Attribute Approach—The attribute approach to performance management

focuses on the extent to which individuals have certain attributes (characteristics or
traits) believed desirable for the company's success. Techniques using this approach
define a set of traits (initiative, leadership etc.) and evaluate individuals on them.
1. Graphic Rating Scales can provide a number of different points (a discrete scale)
or a continuum along which the rater simply places a check mark (a continuous
scale). (See Table 7.4). To get around problems of subjectivity that can occur
with such scales, variations such as mixed standard scales have been created.
Mixed-standard scales are developed by defining the relevant performance
dimensions with statements representing good, average, and poor performance
along each dimension
C. The Behavioural Approach—The behavioural approach to performance management

attempts to define the behaviours an employee must exhibit to be effective in the job.
1. Critical Incidents—The critical incident approach requires managers to keep a

record of specific examples of effective and ineffective performance for each
employee.
Example: On May 5, the marketing manager did not attend the executive
committee meeting and did not send a replacement or notify the chairman that he
would not be attending.
This approach gives specific feedback to employees about what they do well and
what they do poorly, and they can be tied to corporate strategy by focusing on
incidents that support that strategy. However, many managers resist keeping a
daily or weekly log of their employees' behaviour. As well, it is often difficult to
compare employees, since each incident is specific to that individual.
7-13
2. Behaviorally anchored rating scales (BARS) specifically define performance

dimensions by developing behavioral anchors associated with different levels of
performance (See Figure 7.4). BARS can increase interrater reliability by
providing a precise and complete definition of the performance dimension.
However, BARS can bias information recall—that is, behaviour that closely
approximates the anchor is more easily recalled than other behaviours. Also,
research has demonstrated that managers and their subordinates do not make
much of a distinction between BARS and trait scales.
3. Competency Models – Competencies are sets of skills, knowledge, abilities and

personal characteristics that enable employees to successful perform their jobs.
A competency model identifies the competencies necessary for each job.

Competency models provide descriptions of competencies that are common for an
entire occupation, organization, job family, or specific job.
Table 7.5 shows the competency model that Luxottica Retail known for premium,
luxury, and sports eyewear sold through LensCrafters, Sunglass Hut, and Pearle
Vision developed for its associates in field and store positions.
I. Assessment centers can be used for measuring managerial performance. During

an assessment, individuals usually perform a number of simulated tasks, and
assessors observe and evaluate the individual's skill or potential as a manager.
Assessment centers tend to provide a somewhat objective measure of an
individual's performance at managerial tasks. They also provide specific feedback
to the individual being assessed.
D. The Results Approach—The results approach to performance management focuses

on managing the objective, measurable results of a job or work group. This approach
assumes that subjectivity can be eliminated from the measurement process and that
results are the closest indicator of one's contribution to organizational effectiveness.
1. Management by Objectives (MBO) is a joint goal-setting process in which goals

are agreed upon between the managers and each subordinate. These goals then
become standards used to evaluate the individual's performance. This goal-setting
process cascades down the organization so that all managers are setting goals that
help the company achieve its goals.
7-14
MBO systems have three common components: (1) they require specific, difficult,
objective goals; (2) the goals are set jointly; (3) the manager gives objective
feedback throughout the rating period to monitor progress toward the goals (See
Table 7.6). MBO usually increases productivity and is most effective when there
is substantial commitment from top management. MBO systems effectively link
employee performance with the firm's strategic goals.
See Table 7.7 which summarizes the various approaches to measuring

performance based on the criteria of strategic congruence, validity, reliability,
acceptability and specificity), and illustrates the strengths and weaknesses of each
approach.
2. Balanced Scorecard - The balanced scorecard approach includes four

perspectives of performance including financial, customer, internal or operations,
and learning and growth. Each of these perspectives is used to translate the
business strategy into organizational, managerial, and employee objectives.
Employee performance is linked with the business strategy through
communicating and educating employees on the elements of the balanced
scorecard, translating strategic objectives into measures for departments and
employees, and linking rewards to performance measures.
IX. Choosing a Source for Performance Information

It is necessary to decide whom to use as the source of performance measures. Five primary
sources are managers, peers, subordinates, self and customers:
A. Managers – Managers are the most frequently used source. Supervisors usually have
extensive knowledge of the job and have had the opportunity to observe their
employees. Because supervisors have something to gain from employees' high
performance and something to lose by low performance, they have the motivation to
make accurate ratings. Also, feedback from supervisors is strongly related to
performance. However, in some instances, supervisors do not observe employees, and
supervisors may be biased against a particular employee. In addition, favoritism must
be minimized as much as possible in performance management.
B. Peers – Peers or coworkers, are excellent sources of information when the supervisor
does not always observe the employee. Peers may be biased and may not be
comfortable with being the rater when the ratings are used for administrative
decisions.
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B. Subordinates - Subordinates are a valuable source of performance information when

managers are evaluated. They often have the best opportunity to evaluate how well a
manager treats employees. Upward feedback refers to an appraisal that involves
subordinates’ evaluations of the manager’s behaviour or skills. Allowing subordinates
to rate managers gives subordinates power over their managers, thus putting the
manager in a difficult situation. This can lead to managers’ emphasizing employee
satisfaction over productivity. Also, subordinates may fear retribution from their
managers if the evaluations are not anonymous. See Table 7.8 as an example of
questions for an upward feedback survey.
D. Self - Self Ratings can be valuable but are not usually used as the sole source of
performance information. One problem with self ratings is a tendency toward inflated
assessments, especially if ratings are used for administrative decisions. The best use of
self ratings is as a prelude to the performance feedback session to make employees
think about their performance and to focus discussion on areas of disagreement.
E. Customers - in some instances, the customer is often the only person present to
observe the employee's performance. Using customer evaluations is most appropriate
when an employee’s job requires direct service to the customer, or linking the
customer to other services within the company, or for gathering product and service
information. The main weakness of customer surveys is that they are somewhat
expensive.
F. The 360-degree Feedback Process - One popular trend in organizations is

360-degree feedback systems, which is a performance appraisal system for managers
that include evaluations from a wide range of persons who interact with the manager.
The process includes a self-evaluation as well as evaluations from the manager’s boss,
subordinates, peers and customers. In effective 360-degree systems, reliable or
consistent raters are provided; raters’ confidentiality is maintained; the behaviours or
skills assessed are job related (valid); the system is easy to use; and managers receive
and act on the feedback. Finally, information must be shared with the employee for
development to occur.
X. Use of Technology in Performance Management
Technology is influencing performance management systems in three ways.
a. Many companies are moving to web-based online paperless performance

management systems. These systems help companies ensure that performance
goals across all levels of the organization are aligned, provide managers and
employees with greater access to performance information and tools for
understanding and using the data, and improve the efficiency of the
performance management process.
7-16
b. Social media tools such as Facebook and Twitter are increasingly being used to
deliver more timely and frequent feedback than traditional quarterly, mid-year,
or annual formal performance evaluations. Forward thinking companies are
developing websites or purchasing software to help make performance
management more of an ongoing dynamic process and to provide employees
the chance to get recognition from peers.
3. Companies are relying on electronic tracking and monitoring systems and software to
ensure that employees are working when and how they should be and to block access
to certain websites. However, this type of performance monitoring can be viewed as
invasive.
XI. Rater Errors in Performance Measurement

See Table 7.97 which provides a summary of Rater Errors in Performance Management,
which includes the following points:
o “Similar to Me” is the error we make when we judge those who are similar to us more
highly than those who are not. (Example: Diana tends to rate Beth higher than Paul
because Beth is also a single mother of a toddler and Diana and Beth are about the
same age. Paul is much older than Diana; he has no children and has never been
married.)
o Contrast errors occur when we compare individuals with one another instead of with
an objective standard. (Example: Jason and Angela both do above-average work, but
Jason’s boss tends to rate him as excellent because he performs better than Angela.)
o Distributional errors are the result of a rater’s tendency to use only one part of the
rating scale. Leniency occurs when a rater assigns high ratings to all employees.
Strictness occurs when a manager gives low ratings to all employees. Central tendency
reflects that a manager rates all employees in the middle of the scale.
o Halo and Horns Errors - Halo effect errors occur when one positive performance
aspect causes the rater to rate all other aspects of performance positively. (Example:
Nicole tends to get high ratings in quantity and quality of work because she is so
friendly and cooperative with everyone and never misses work.) Horns error occurs
when one negative aspect results in the rater assigning low ratings to all the other
aspects.
A. Appraisal Politics - Appraisal politics refers to evaluators purposefully distorting

ratings to achieve personal or company goals. Such politics are most likely to occur
when (1) raters are accountable to the employee being rated; (2) there are competing
rating goals; (3) a direct link exists between performance appraisal and highly
desirable rewards and; (4) top executives tolerate or are complacent about distortion .
7-17
B. Reducing Rater Errors and Politics, and Increasing Reliability and Validity of
Ratings - Rater error training attempts to make managers aware of rating errors and
helps them develop strategies for minimizing those errors. Rater accuracy training,
also called frame-of-reference training, attempts to emphasize the multidimensional
nature of performance and thoroughly familiarizes raters with the actual content of
various performance dimensions.
XII. Performance Feedback

Performance Feedback is a process that is complex and provokes anxiety for both the
manager and the employee.
A. The Manager’s Role in an Effective Performance Feedback Process –

Effective managers provide specific performance feedback to employees in a way
that elicits positive behavioural responses. See Table 7.10 which lists and
explains recommendations for providing effective performance feedback:
1. Feedback should be given every day, not once a year.

2. Create the right context for the discussion
3. Ask the employee to rate his or her performance before the session.
4. Encourage the subordinate to participate in the session.
5. Recognize effective performance through praise.
6. Focus on solving problems.
7. Focus feedback on behaviour or results, not on the person.
8. Minimize criticism.
9. Agree to specific goals and set a date to review progress.
Research indicates that when employees participate in the feedback session, they
are consistently satisfied with the process. One study found that, other than
satisfaction with one’s supervisor, participation was the single most important
predictor of satisfaction with the feedback session. Other research suggests that
many employees, especially those in Generation Y (employees born after 1980),
want more frequent and candid performance feedback from managers than eyond
what is provided once or twice a year during their formal performance review.
XIII. What Managers Can Do to Diagnose Performance Problems and

Manage Employees’ Performance
A. Diagnosing the causes of Poor Performance - Many different reasons can cause
an employee’s poor performance. The different factors that should be considered
in analyzing poor performance are shown in Figure 7.5.
7-18
B. Actions for Managing Employees’ Performance - Marginal employees are

those employees who are performing at a bare minimum level due to a lack of
ability and/or motivation to perform well. Table 7.11 shows actions for the
manager to take with four different types of employees.
XIV. Developing and Implementing a System That Follows Legal Guidelines

Because performance measures play a central role in administrative decisions
(promotions, pay raises, discipline and termination), employees who sue an organization
(or lodge a human rights complaint) over these decisions may ultimately attack the
measurement systems on which decisions are made. Two types of cases have dominated:
discrimination (age, race, disability, gender etc.) and wrongful dismissal.
In discrimination suits, the plaintiff often alleges that the performance measurement
system unjustly discriminated against the plaintiff because of age, race, disability or
gender. Many performance measures are subjective, and individual biases can affect
them.
In the second type of suit, a wrongful dismissal suit, the plaintiff claims that the dismissal
was for reasons other than those the employer claims. Any ensuing court case will likely
focus on the performance measurement system used as the basis for claiming the
employee’s performance was poor. Rewarding poor performers or giving poor performers
positive evaluations makes it difficult to defend termination decisions based on a
performance appraisal system.
Because of the potential costs of discrimination and wrongful dismissal suits, an
organization needs to determine exactly what the courts consider a legally defensible
performance management system. (See suggestions for a system that will withstand legal
scrutiny).
A. Electronic Monitoring of Performance Management - An increasing trend in
companies is using sophisticated electronic tracking systems to ensure that employees
are working when they should be. Electronic tracking systems include hand and
fingerprint recognition systems, global positioning systems (GPS), security cameras,
network forensic software, and systems that can track employees using handheld
computers and cell phones.
Such systems present privacy concerns and they are subject to scrutiny in five areas of
the law: privacy, labour relations, human rights, evidence admissibility and criminal
law. Some argue that electronic tracking systems are needlessly surveilling and
tracking employees when there is no reason to believe that anything is wrong.
Advocates, on the other hand, counter that they systems ensure that time is not abused,
they improve scheduling and they help managers identify lazy workers. Clearly such
7-19
systems are controversial. To avoid problems employers should ask questions before
implementing electronic monitoring in any form.
1. Managing Involuntary Turnover
Despite a company’s best efforts in the area of personnel selection, training, and design,
some employees will occasionally fail to meet performance requirements or will violate
company policies while on the job. The company must then utilize its discipline policy
that may lead to the individual’s discharge.
Canadian employers can terminate an employee for any reason they choose as long as the
termination doesn’t breach any contracts in force (e.g. including employment contracts,
collective agreements or statutes such as human rights law.) If the employer cannot prove
“cause” for termination (or if there is no formal employment contract in place which
outlines the terms for separation) then the employer must provide to the employee (1)
either reasonable notice of termination or (2) compensation in lieu of notice. I
Just cause is a legal term that means an employer has a justifiable (and legally defensible)
reason for terminating an employee without providing reasonable notice or payment in lieu
of notice. However, the onus is clearly on the employer to prove “just cause exists beyond
the balance of probabilities” Failure to provide adequate explanation for “just cause” could
expose the employer to a wrongful dismissal suit. General reasons for just cause include:
Serious Misconduct – There is clear and established evidence the employee is guilty of
dishonesty, theft or assault, harassment or sexual harassment.
Incompetence (or habitual neglect of duty) – in spite of clearly communicated

reasonable job requirements, and where performance problems have been
communicated to the employee and assistance offered, with time allowed for
improvement, the employee cannot or refuses to meet job expectations.
Conflict of Interest (Incompatible Conduct at Work) – while at work the employee

engages in activities that conflict with, compromise or compete with the employer’s
business or interests.
Wilful Disobedience – an employee wilfully challenges or disobeys a manager’s

clearly provided instructions. (Does not apply to all situations).
Wrongful dismissal is an allegation against a former employer by a terminated employee

that wrongful termination of thee employment contract has occurred due to failure on the
part of the employer to provide just cause for termination of employment. If an employer is
sued for wrongful dismissal and cannot prove just cause, the employee will be entitled to
damages which can be substantial.
7-20
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the edge of Monarch where they’re lacking an incumbent. I’d
intended to send Brother Hudkins—you know him; he’s that old
retired preacher that lives out by the brickyard—comes into classes
now and then—I’d intended to send him down for the Easter service.
But I’ll send you instead, and in fact, if you see the committee, I
imagine you can fix it to have this as a regular charge, at least till
graduation. They pay fifteen a Sunday and your fare. And being
there in a city like Monarch, you can go to the ministerial association
and so on—stay over till Monday noon every week—and make fine
contacts, and maybe you’ll be in line for assistant in one of the big
churches next summer. There’s a morning train to Monarch—10:21,
isn’t it? You take that train tomorrow morning, and go look up a
lawyer named Eversley. He’s got an office—where’s his letter?—his
office is in the Royal Trust Company Building. He’s a deacon. I’ll wire
him to be there tomorrow afternoon, or anyway leave word, and you
can make your own arrangements. The Flowerdale Baptist Church,
that’s the name, and it’s a real nice little modern plant, with lovely
folks. Now you go to your room and pray, and I’m sure you’ll feel
better.”
II
It was an hilarious Elmer Gantry who took the 10:21 train to
Monarch, a city of perhaps three hundred thousand. He sat in the
day-coach planning his Easter discourse. Jiminy! His first sermon in
a real city! Might lead to anything. Better give ’em something red-hot
and startling. Let’s see: He’d get away from this Christ is Risen stuff
—mention it of course, just bring it in, but have some other theme.
Let’s see: Faith. Hope. Repentance—no, better go slow on that
repentance idea; this Deacon Eversley, the lawyer, might be pretty
well-to-do and get sore if you suggested he had anything to repent
of. Let’s see: Courage. Chastity. Love—that was it—love!
And he was making notes rapidly, right out of his own head, on
the back of an envelope:
Love:
a rainbow
AM & PM star
from cradle to tomb
inspires art etc. music voice of love
slam atheists etc. who not appreciate love
“Guess you must be a newspaperman, Brother,” a voice assailed
him.
Elmer looked at his seatmate, a little man with a whisky nose and
asterisks of laughter-wrinkles round his eyes, a rather sportingly
dressed little man with the red tie which in 1906 was still thought
rather the thing for socialists and drinkers.
He could have a good time with such a little man, Elmer
considered. A drummer. Would it be more fun to be natural with him,
or to ask him if he was saved, and watch him squirm? Hell, he’d
have enough holy business in Monarch. So he turned on his best
good-fellow smile, and answered:
“Well, not exactly. Pretty warm for so early, eh?”
“Yuh, it certainly is. Been in Babylon long?”
“No, not very long.”
“Fine town. Lots of business.”
“You betcha. And some nice little dames there, too.”
The little man snickered. “There are, eh? Well, say, you better
give me some addresses. I make that town once a month and, by
golly, I ain’t picked me out a skirt yet. But it’s a good town. Lot’s of
money there.”
“Yes-sir, that’s a fact. Good hustling town. Quick turnover there,
all right. Lots of money in Babylon.”
“Though they do tell me,” said the little man, “there’s one of these
preacher-factories there.”
“Is that a fact!”
“Yump. Say, Brother, this’ll make you laugh. Juh know what I
thought when I seen you first—wearing that black suit and writing
things down? I thought maybe you was a preacher yourself!”
“Well—”
God, he couldn’t stand it! Having to be so righteous every
Sunday at Schoenheim—Deacon Bains everlastingly asking these
fool questions about predestination or some doggone thing. Cer’nly
had a vacation coming! And a sport like this fellow, he’d look down
on you if you said you were a preacher.
The train was noisy. If any neighboring cock crowed three times,
Elmer did not hear it as he rumbled:
“Well, for the love of Mike! Though—” In his most austere
manner: “This black suit happens to be mourning for one very dear
to me.”
“Oh, say, Brother, now you gotta excuse me! I’m always shooting
my mouth off!”
“Oh, that’s all right.”
“Well, let’s shake, and I’ll know you don’t hold it against me.”
“You bet.”
From the little man came an odor of whisky which stirred Elmer
powerfully. So long since he’d had a drink! Nothing for two months
except a few nips of hard cider which Lulu had dutifully stolen for him
from her father’s cask.
“Well, what is your line, Brother?” said the little man.
“I’m in the shoe game.”
“Well, that’s a fine game. Yes-sir, people do have to have shoes,
no matter if they’re hard up or not. My name’s Ad Locust—Jesus,
think of it, the folks named me Adney—can you beat that—ain’t that
one hell of a name for a fellow that likes to get out with the boys and
have a good time! But you can just call me Ad. I’m traveling for the
Pequot Farm Implement Company. Great organization! Great bunch!
Yes-sir, they’re great folks to work for, and hit it up, say! the sales-
manager can drink more good liquor than any fellow that’s working
for him, and, believe me, there’s some of us that ain’t so slow
ourselves! Yes-sir, this fool idea that a lot of these fly-by-night firms
are hollering about now, that in the long run you don’t get no more by
drinking with the dealers—All damn’ foolishness. They say this fellow
Ford that makes these automobiles talks that way. Well, you mark
my words: By 1910 he’ll be out of business, that’s what’ll happen to
him; you mark my words! Yes-sir, they’re a great concern, the Pequot
bunch. Matter of fact, we’re holding a sales-conference in Monarch
next week.”
“Is that a fact!”
“Yes-sir, by golly, that’s what we’re doing. You know—read
papers about how to get money out of a machinery dealer when he
ain’t got any money. Heh! Hell of a lot of attention most of us boys’ll
pay to that junk! We’re going to have a good time and get in a little
good earnest drinking, and you bet the sales-manager will be right
there with us! Say, Brother—I didn’t quite catch the name—”
“Elmer Gantry is my name. Mighty glad to meet you.”
“Mighty glad to know you, Elmer. Say, Elmer, I’ve got some of the
best Bourbon you or anybody else ever laid your face to right here in
my hip pocket. I suppose you being in a highbrow business like the
shoe business, you’d just about faint if I was to offer you a little
something to cure that cough!”
“I guess I would, all right; yes-sir, I’d just about faint.”
“Well, you’re a pretty big fellow, and you ought to try to control
yourself.”
“I’ll do my best, Ad, if you’ll hold my hand.”
“You betcha I will.” Ad brought out from his permanently sagging
pocket a pint of Green River, and they drank together, reverently.
“Say, jever hear the toast about the sailor?” inquired Elmer. He
felt very happy, at home with the loved ones after long and desolate
wanderings.
“Dunno’s I ever did. Shoot!”
“Here’s to the lass in every port,
And here’s to the port-wine in every lass,
But those tall thoughts don’t matter, sport,
For God’s sake, waiter, fill my glass!”
The little man wriggled. “Well, sir, I never did hear that one! Say,
that’s a knock-out! By golly, that certainly is a knock-out! Say, Elm,
whacha doing in Monarch? Wancha meet some of the boys. The
Pequot conference don’t really start till Monday, but some of us boys
thought we’d kind of get together today and hold a little service of
prayer and fasting before the rest of the galoots assemble. Like you
to meet ’em. Best bunch of sports you ever saw, lemme tell you that!
I’d like for you to meet ’em. And I’d like ’em to hear that toast. ‘Here’s
to the port-wine in every lass.’ That’s pretty cute, all right! Whacha
doing in Monarch? Can’t you come around to the Ishawonga Hotel
and meet some of the boys when we get in?”
Mr. Ad Locust was not drunk; not exactly drunk; but he had
earnestly applied himself to the Bourbon and he was in a state of
superb philanthropy. Elmer had taken enough to feel reasonable. He
was hungry, too, not only for alcohol but for unsanctimonious
companionship.
“I’ll tell you, Ad,” he said. “Nothing I’d like better, but I’ve got to
meet a guy—important dealer—this afternoon, and he’s dead
against all drinking. Fact—I certainly do appreciate your booze, but
don’t know’s I ought to have taken a single drop.”
“Oh, hell, Elm, I’ve got some throat pastilles that are absolutely
guaranteed to knock out the smell—absolutely. One lil drink wouldn’t
do us any harm. Certainly would like to have the boys hear that toast
of yours!”
“Well, I’ll sneak in for a second, and maybe I can foregather with
you for a while late Sunday evening or Monday morning, but—”
“Aw, you ain’t going to let me down, Elm?”
“Well, I’ll telephone this guy, and fix it so’s I don’t have to see him
till long ’bout three o’clock.”
“That’s great!”
III
From the Ishawonga Hotel, at noon, Elmer telephoned to the
office of Mr. Eversley, the brightest light of the Flowerdale Baptist
Church. There was no answer.
“Everybody in his office out to dinner. Well, I’ve done all I can till
this afternoon,” Elmer reflected virtuously, and joined the Pequot
crusaders in the Ishawonga bar. . . . Eleven men in a booth for eight.
Every one talking at once. Every one shouting, “Say, waiter, you ask
that damn’ bartender if he’s making the booze!”
Within seventeen minutes Elmer was calling all of the eleven by
their first names—frequently by the wrong first names—and he
contributed to their literary lore by thrice reciting his toast and by
telling the best stories he knew. They liked him. In his joy of release
from piety and the threat of life with Lulu, he flowered into vigor. Six
several times the Pequot salesmen said one to another, “Now there’s
a fellow we ought to have with us in the firm,” and the others nodded.
He was inspired to give a burlesque sermon.
“I’ve got a great joke on Ad!” he thundered. “Know what he
thought I was first? A preacher!”
“Say, that’s a good one!” they cackled.
“Well, at that, he ain’t so far off. When I was a kid, I did think
some about being a preacher. Well, say now, listen, and see if I
wouldn’t’ve made a swell preacher!”
While they gaped and giggled and admired, he rose solemnly,
looked at them solemnly, and boomed:
“Brethren and Sistern, in the hustle and bustle of daily life you
guys certainly do forget the higher and finer things. In what, in all the
higher and finer things, in what and by what are we ruled excepting
by Love? What is Love?”
“You stick around tonight and I’ll show you!” shrieked Ad Locust.
“Shut up now, Ad! Honest—listen. See if I couldn’t’ve been a
preacher—a knock-out—bet I could handle a big crowd well’s any of
’em. Listen. . . . What is Love? What is the divine Love? It is the
rainbow, repainting with its spangled colors those dreary wastes
where of late the terrible tempest has wreaked its utmost fury—the
rainbow with its tender promise of surcease from the toils and
travails and terrors of the awful storm! What is Love—the divine
Love, I mean, not the carnal but the divine Love, as exemplified in
the church? What is—”
“Say!” protested the most profane of the eleven, “I don’t think you
ought to make fun of the church. I never go to church myself, but
maybe I’d be a better fella if I did, and I certainly do respect folks that
go to church, and I send my kids to Sunday School. You God damn
betcha!”
“Hell, I ain’t making fun of the church!” protested Elmer.
“Hell, he ain’t making fun of the church. Just kidding the
preachers,” asserted Ad Locust. “Preachers are just ordinary guys
like the rest of us.”
“Sure; preachers can cuss and make love just like anybody else.
I know! What they get away with, pretending to be different,” said
Elmer lugubriously, “would make you gentlemen tired if you knew.”
“Well, I don’t think you had ought to make fun of the church.”
“Hell, he ain’t making fun of the church.”
“Sure, I ain’t making fun of the church. But lemme finish my
sermon.”
“Sure, let him finish his sermon.”
“Where was I? . . . What is Love? It is the evening and the
morning star—those vast luminaries that as they ride the purple
abysms of the vasty firmament vouchsafe in their golden splendor
the promise of higher and better things that—that—Well, say, you
wise guys, would I make a great preacher or wouldn’t I?”
The applause was such that the bartender came and looked at
them funereally; and Elmer had to drink with each of them. That is,
he drank with four of them.
But he was out of practise. And he had had no lunch.
He turned veal-white; sweat stood on his forehead and in a
double line of drops along his upper lip, while his eyes were
suddenly vacant.
Ad Locust squealed, “Say, look out! Elm’s passing out!”
They got him up to Ad’s room, one man supporting him on either
side and one pushing behind, just before he dropped insensible, and
all that afternoon, when he should have met the Flowerdale Baptist
committee, he snored on Ad’s bed, dressed save for his shoes and
coat. He came to at six, with Ad bending over him, solicitous.
“God, I feel awful!” Elmer groaned.
“Here. What you need’s a drink.”
“Oh, Lord, I mustn’t take any more,” said Elmer, taking it. His
hand trembled so that Ad had to hold the glass to his mouth. He was
conscious that he must call up Deacon Eversley at once. Two drinks
later he felt better, and his hand was steady. The Pequot bunch
began to come in, with a view to dinner. He postponed his telephone
call to Eversley till after dinner; he kept postponing it; and he found
himself, at ten on Easter morning, with a perfectly strange young
woman in a perfectly strange flat, and heard Ad Locust, in the next
room, singing “How Dry I Am.”
Elmer did a good deal of repenting and groaning before his first
drink of the morning, after which he comforted himself, “Golly, I never
will get to that church now. Well, I’ll tell the committee I was taken
sick. Hey, Ad! How’d we ever get here? Can we get any breakfast in
this dump?”
He had two bottles of beer, spoke graciously to the young lady in
the kimono and red slippers, and felt himself altogether a fine fellow.
With Ad and such of the eleven as were still alive, and a scattering of
shrieking young ladies, he drove out to a dance-hall on the lake,
Easter Sunday afternoon, and they returned to Monarch for lobster
and jocundity.
“But this ends it. Tomorrow morning I’ll get busy and see Eversley
and fix things up,” Elmer vowed.
IV
In that era long-distance telephoning was an uncommon event,
but Eversley, deacon and lawyer, was a bustler. When the new
preacher had not appeared by six on Saturday afternoon, Eversley
telephoned to Babylon, waited while Dean Trosper was fetched to
the Babylon central, and spoke with considerable irritation about the
absence of the ecclesiastical hired hand.
“I’ll send you Brother Hudkins—a very fine preacher, living here
now, retired. He’ll take the midnight train,” said Dean Trosper.
To Mr. Hudkins the dean said, “And look around and see if you
can find anything of Brother Gantry. I’m worried about him. The poor
boy was simply in agony over a most unfortunate private matter . . .
apparently.”
Now Mr. Hudkins had for several years conducted a mission on
South Clark Street in Chicago, and he knew a good many unholy
things. He had seen Elmer Gantry in classes at Mizpah. When he
had finished Easter morning services in Monarch, he not only went
to the police and to the hospitals but began a round of the hotels,
restaurants, and bars. Thus it came to pass that while Elmer was
merrily washing lobster down with California claret, stopping now
and then to kiss the blonde beside him and (by request) to repeat his
toast, that evening, he was being observed from the café door by the
Reverend Mr. Hudkins in the enjoyable rôle of avenging angel.
V
When Elmer telephoned Eversley, Monday morning, to explain
his sickness, the deacon snapped, “All right. Got somebody else.”
“But, well, say, Dean Trosper thought you and the committee
might like to talk over a semi-permanent arrangement—”
“Nope, nope, nope.”
Returned to Babylon, Elmer went at once to the office of the
dean.
One look at his expression was enough.
The dean concluded two minutes of the most fluent description
with:
“—the faculty committee met this morning, and you are fired from
Mizpah. Of course you remain an ordained Baptist minister. I could
get your home association to cancel your credentials, but it would
grieve them to know what sort of a lying monster they sponsored.
Also, I don’t want Mizpah mixed up in such a scandal. But if I ever
hear of you in any Baptist pulpit, I’ll expose you. Now I don’t suppose
you’re bright enough to become a saloon-keeper, but you ought to
make a pretty good bartender. I’ll leave your punishment to your
midnight thoughts.”
Elmer whined, “You hadn’t ought—you ought not to talk to me like
that! Doesn’t it say in the Bible you ought to forgive seventy times
seven—”
“This is eighty times seven. Get out!”
So the Reverend Mr. Gantry surprisingly ceased to be, for
practical purposes, a Reverend at all.
He thought of fleeing to his mother, but he was ashamed; of
fleeing to Lulu, but he did not dare.
He heard that Eddie Fislinger had been yanked to Schoenheim to
marry Lulu and Floyd Naylor . . . a lonely grim affair by lamplight.
“They might have ast me, anyway,” grumbled Elmer, as he
packed.
He went back to Monarch and the friendliness of Ad Locust. He
confessed that he had been a minister, and was forgiven. By Friday
that week Elmer had become a traveling salesman for the Pequot
Farm Implement Company.
CHAPTER XI
I
elmer gantry was twenty-eight, and for two years he had been
a traveling salesman for the Pequot Company.
Harrows and rakes and corn-planters; red plows and gilt-striped
green wagons; catalogues and order-lists; offices glassed off from
dim warehouses; shirt-sleeved dealers on high stools at high desks;
the bar at the corner; stifling small hotels and lunch-rooms; waiting
for trains half the night in foul boxes of junction stations, where the
brown slatted benches were an agony to his back; trains, trains,
trains; trains and time-tables and joyous return to his headquarters in
Denver; a drunk, a theater, and service in a big church.
He wore a checked suit, a brown derby, striped socks, the huge
ring of gold serpents and an opal which he had bought long ago,
flower-decked ties, and what he called “fancy vests”—garments of
yellow with red spots, of green with white stripes, of silk or daring
chamois.
He had had a series of little loves, but none of them important
enough to continue.
He was not unsuccessful. He was a good talker, a magnificent
hand-shaker, his word could often be depended on, and he
remembered most of the price-lists and all of the new smutty stories.
In the office at Denver he was popular with “the boys.” He had one
infallible “stunt”—a burlesque sermon. It was known that he had
studied to be a preacher but had courageously decided that it was
no occupation for a “real two-fisted guy,” and that he had “told the
profs where they got off.” A promising and commendable fellow;
conceivably sales-manager some day.
Whatever his dissipations, Elmer continued enough exercise to
keep his belly down and his shoulders up. He had been shocked by
Deacon Bains’ taunt that he was growing soft, and every morning in
his hotel room he unhumorously did calisthenics for fifteen minutes;
evenings he bowled or boxed in Y. M. C. A. gymnasiums, or, in
towns large enough, solemnly swam up and down tanks like a white
porpoise. He felt lusty, and as strong as in Terwillinger days.
Yet Elmer was not altogether happy.
He appreciated being free of faculty rules, free of the guilt which
in seminary days had followed his sprees at Monarch, free of the
incomprehensible debates of Harry Zenz and Frank Shallard, yet he
missed leading the old hymns, and the sound of his own voice, the
sense of his own power, as he held an audience by his sermon.
Always on Sunday evenings (except when he had an engagement
with a waitress or a chambermaid) he went to the evangelical church
nearest his hotel. He enjoyed criticizing the sermon professionally.
“Golly, I could put it all over that poor boob! The straight gospel is
all right, but if he’d only stuck in a couple literary allusions, and
lambasted the saloon-keepers more, he’d’ve had ’em all het up.”
He sang so powerfully that despite a certain tobacco and whisky
odor the parsons always shook hands with extra warmth, and said
they were glad to see you with us this evening, Brother.
When he encountered really successful churches, his devotion to
the business became a definite longing to return to preaching; he
ached to step up, push the minister out of his pulpit, and take
charge, instead of sitting back there unnoticed and unadmired, as
though he were an ordinary layman.
“These chumps would be astonished if they knew what I am!” he
reflected.
After such an experience it was vexatious on Monday morning to
talk with a droning implement-dealer about discounts on manure-
spreaders; it was sickening to wait for train-time in a cuspidor-filled
hotel lobby when he might have been in a church office superior with
books, giving orders to pretty secretaries and being expansive and
helpful to consulting sinners. He was only partly solaced by being
able to walk openly into a saloon and shout, “Straight rye, Bill.”
On Sunday evening in a Western Kansas town he ambled to a
shabby little church and read on the placard outside:
This Morning: The Meaning of Redemption

This Evening: Is Dancing of the Devil?
FIRST BAPTIST CHURCH
Pastor:
The Rev. Edward Fislinger, B.A., B. D.
“Oh, Gawd!” protested Elmer. “Eddie Fislinger! About the kind of

burg he would land in! A lot he knows about the meaning of
redemption or any other dogma, that human woodchuck! Or about
dancing! If he’d ever been with me in Denver and shaken a hoof at
Billy Portifero’s place, he’d have something to hand out. Fislinger—
must be the same guy. I’ll sit down front and put his show on the
fritz!”
Eddie Fislinger’s church was an octagonal affair, with the pulpit in
one angle, an arrangement which produced a fascinating, rather
dizzy effect, reminiscent of the doctrine of predestination. The interior
was of bright yellow, hung with many placards: “Get Right with God,”
and “Where Will You Spend Eternity?” and “The Wisdom of This
World is Foolishness with God.” The Sunday School Register behind
the pulpit communicated the tidings that the attendance today had
been forty-one, as against only thirty-nine last week, and the
collection eighty-nine cents, as against only seventy-seven.
The usher, a brick-layer in a clean collar, was impressed by
Elmer’s checked suit and starched red-speckled shirt and took him to
the front row.
Eddie flushed most satisfactorily when he saw Elmer from the
pulpit, started to bow, checked it, looked in the general direction of
Heaven, and tried to smile condescendingly. He was nervous at the
beginning of his sermon, but apparently he determined that his
attack on sin—which hitherto had been an academic routine with no
relation to any of his appallingly virtuous flock—might be made real.
With his squirrel-toothed and touching earnestness he looked down
at Elmer and as good as told him to go to hell and be done with it.
But he thought better of it, and concluded that God might be able to
give even Elmer Gantry another chance if Elmer stopped drinking,
smoking, blaspheming, and wearing checked suits. (If he did not
refer to Elmer by name, he certainly did by poisonous glances.)
Elmer was angry, then impressively innocent, then bored. He
examined the church and counted the audience—twenty-seven
excluding Eddie and his wife. (There was no question but that the
young woman looking adoringly up from the front pew was Eddie’s
consort. She had the pitifully starved and home-tailored look of a
preacher’s wife.) By the end of the sermon, Elmer was being sorry
for Eddie. He sang the closing hymn, “He’s the Lily of the Valley,”
with a fine unctuous grace, coming down powerfully on the jubilant
“Hallelujah,” and waited to shake hands with Eddie forgivingly.
“Well, well, well,” they both said; and “What you doing in these
parts?” and Eddie: “Wait till everybody’s gone—must have a good
old-fashioned chin with you, old fellow!”
As he walked with the Fislingers to the parsonage, a block away,
and sat with them in the living-room, Elmer wanted to be a preacher
again, to take the job away from Eddie and do it expertly; yet he was
repulsed by the depressing stinginess of Eddie’s life. His own hotel
bedrooms were drab enough, but they were free of nosey
parishioners, and they were as luxurious as this parlor with its rain-
blotched ceiling, bare pine floor, sloping chairs, and perpetual odor of
diapers. There were already, in two years of Eddie’s marriage, two
babies, looking as though they were next-door to having been
conceived without sin; and there was a perfectly blank-faced sister-
in-law who cared for the children during services.
Elmer wanted to smoke, and for all his training in the eternal
mysteries he could not decide whether it would be more interesting
to annoy Eddie by smoking or to win him by refraining.
He smoked, and wished he hadn’t.
Eddie noticed it, and his reedy wife noticed it, and the sister-in-
law gaped at it, and they labored at pretending they hadn’t.
Elmer felt large and sophisticated and prosperous in their
presence, like a city broker visiting a farmer cousin and wondering
which of his tales of gilded towers would be simple enough for belief.
Eddie gave him the news of Mizpah. Frank Shallard had a small
church in a town called Catawba, the other end of the state of
Winnemac from the seminary. There had been some difficulty over
his ordination, for he had been shaky about even so clear and
proven a fact as the virgin birth. But his father and Dean Trosper had
vouched for him, and Frank had been ordained. Harry Zenz had a
large church in a West Virginia mining town. Wallace Umstead, the
physical instructor, was “doing fine” in the Y. M. C. A. Professor
Bruno Zechlin was dead, poor fellow.
“Wh’ever became of Horace Carp?” asked Elmer.
“Well, that’s the strangest thing of all. Horace’s gone into the
Episcopal Church, like he always said he would.”
“Well, well, zatta fact!”
“Yes-sir, his father died just after he graduated, and he up and
turned Episcopalian and took a year in General, and now they say
he’s doing pretty good, and he’s high-church as all get-out.”
“Well, you seem to have a good thing of it here, Eddie. Nice
church.”
“Well, it isn’t so big, but they’re awful’ fine people. And
everything’s going fine. I haven’t increased the membership so
much, but what I’m trying to do is strengthen the present
membership in the faith, and then when I feel each of them is a
center of inspiration, I’ll be ready to start an evangelistic campaign,
and you’ll see that ole church boom—yes-sir—just double
overnight. . . . If they only weren’t so slow about paying my salary
and the mortgage. . . . Fine solid people, really saved, but they are
just the least little bit tight with the money.”
“If you could see the way my cook-stove’s broken and the sink
needs painting,” said Mrs. Fislinger—her chief utterance of the
evening.
Elmer felt choked and imprisoned. He escaped. At the door Eddie
held both his hands and begged, “Oh, Elm, I’ll never give up till I’ve
brought you back! I’m going to pray. I’ve seen you under conviction. I
know what you can do!”
Fresh air, a defiant drink of rye, loud laughter, taking a train—
Elmer enjoyed it after this stuffiness. Already Eddie had lost such
devout fires as he had once shown in the Y. M. C. A.; already he was
old, settled down, without conceivable adventure, waiting for death.
Yet Eddie had said—
Startled, he recalled that he was still a Baptist minister! For all of
Trosper’s opposition, he could preach. He felt with superstitious
discomfort Eddie’s incantation, “I’ll never give up till I’ve brought you
back.”
And—just to take Eddie’s church and show what he could do with
it! By God he’d bring those hicks to time and make ’em pay up!
He flitted across the state to see his mother.
His disgrace at Mizpah had, she said, nearly killed her. With
tremulous hope she now heard him promise that maybe, when he’d
seen the world and settled down, he might go back into the ministry.
In a religious mood (which fortunately did not prevent his
securing some telling credit-information by oiling a bookkeeper with
several drinks) he came to Sautersville, Nebraska, an ugly,
enterprising, industrial town of 20,000. And in that religious mood he
noted the placards of a woman evangelist, one Sharon Falconer, a
prophetess of whom he had heard.
The clerk in the hotel, the farmers about the implement
warehouse, said that Miss Falconer was holding union meetings in a
tent, with the support of most of the Protestant churches in town;
they asserted that she was beautiful and eloquent, that she took a
number of assistants with her, that she was “the biggest thing that
ever hit this burg,” that she was comparable to Moody, to Gipsy
Smith, to Sam Jones, to J. Wilbur Chapman, to this new baseball
evangelist, Billy Sunday.
“That’s nonsense. No woman can preach the gospel,” declared
Elmer, as an expert.
But he went, that evening, to Miss Falconer’s meeting.
The tent was enormous; it would seat three thousand people, and
another thousand could be packed in standing-room. It was nearly
filled when Elmer arrived and elbowed his majestic way forward. At
the front of the tent was an extraordinary structure, altogether
different from the platform-pulpit-American-flag arrangement of the
stock evangelist. It was a pyramidal structure, of white wood with
gilded edges, affording three platforms; one for the choir, one higher
up for a row of seated local clergy; and at the top a small platform
with a pulpit shaped like a shell and painted like a rainbow.
Swarming over it all were lilies, roses and vines.
“Great snakes! Regular circus layout! Just what you’d expect
from a fool woman evangelist!” decided Elmer.
The top platform was still unoccupied; presumably it was to set
off the charms of Miss Sharon Falconer.
The mixed choir, with their gowns and mortar-boards, chanted
“Shall We Gather at the River?” A young man, slight, too good-
looking, too arched of lip, wearing a priest’s waistcoat and collar
turned round, read from Acts at a stand on the second platform. He
was an Oxonian, and it was almost the first time that Elmer had
heard an Englishman read.
“Huh! Willy-boy, that’s what he is! This outfit won’t get very far.
Too much skirts. No punch. No good old-fashioned gospel to draw
the customers,” scoffed Elmer.
A pause. Every one waited, a little uneasy. Their eyes went to the
top platform. Elmer gasped. Coming from some refuge behind the
platform, coming slowly, her beautiful arms outstretched to them,
appeared a saint. She was young, Sharon Falconer, surely not thirty,
stately, slender and tall; and in her long slim face, her black eyes,
her splendor of black hair, was rapture or boiling passion. The
sleeves of her straight white robe, with its ruby velvet girdle, were
slashed, and fell away from her arms as she drew every one to her.
“God!” prayed Elmer Gantry, and that instant his planless life took
on plan and resolute purpose. He was going to have Sharon
Falconer.
Her voice was warm, a little husky, desperately alive.
“Oh, my dear people, my dear people, I am not going to preach
tonight—we are all so weary of nagging sermons about being nice
and good! I am not going to tell you that you’re sinners, for which of
us is not a sinner? I am not going to explain the Scriptures. We are
all bored by tired old men explaining the Bible through their noses!
No! We are going to find the golden Scriptures written in our own
hearts, we are going to sing together, laugh together, rejoice together
like a gathering of April brooks, rejoice that in us is living the
veritable spirit of the Everlasting and Redeeming Christ Jesus!”
Elmer never knew what the words were, or the sense—if indeed
any one knew. It was all caressing music to him, and at the end,
when she ran down curving flower-wreathed stairs to the lowest
platform and held out her arms, pleading with them to find peace in
salvation, he was roused to go forward with the converts, to kneel in
the writhing row under the blessing of her extended hands.
But he was lost in no mystical ecstasy. He was the critic, moved
by the play but aware that he must get his copy in to the newspaper.
“This is the outfit I’ve been looking for! Here’s where I could go
over great! I could beat that English preacher both ways from the
ace. And Sharon—— Oh, the darling!”
She was coming along the line of converts and near-converts,
laying her shining hands on their heads. His shoulders quivered with
consciousness of her nearness. When she reached him and invited
him, in that thrilling voice, “Brother, won’t you find happiness in
Jesus?” he did not bow lower, like the others, he did not sob, but
looked straight up at her jauntily, seeking to hold her eyes, while he
crowed, “It’s happiness just to have had your wondrous message,
Sister Falconer!”
She glanced at him sharply, she turned blank, and instantly
passed on.
He felt slapped. “I’ll show her yet!”
He stood aside as the crowd wavered out. He got into talk with
the crisp young Englishman who had read the Scripture lesson—
Cecil Aylston, Sharon’s first assistant.
“Mighty pleased to be here tonight, Brother,” bumbled Elmer. “I
happen to be a Baptist preacher myself. Bountiful meeting! And you
read the lesson most inspiringly.”
Cecil Aylston rapidly took in Elmer’s checked suit, his fancy vest,
and “Oh. Really? Splendid. So good of you, I’m sure. If you will
excuse me?” Nor did it increase Elmer’s affection to have Aylston
leave him for one of the humblest of the adherents, an old woman in
a broken and flapping straw hat.
Elmer disposed of Cecil Aylston: “To hell with him! There’s a
fellow we’ll get rid of! A man like me, he gives me the icy mitt, and
then he goes to the other extreme and slops all over some old dame
that’s probably saved already, that you, by golly, couldn’t unsave with
a carload of gin! That’ll do you, my young friend! And you don’t like
my check suit, either. Well, I certainly do buy my clothes just to
please you, all right!”
He waited, hoping for a chance at Sharon Falconer. And others
were waiting. She waved her hand at all of them, waved her flaunting
smile, rubbed her eyes, and begged, “Will you forgive me? I’m blind-
tired. I must rest.” She vanished into the mysteries behind the gaudy
gold-and-white pyramid.
Even in her staggering weariness, her voice was not drab; it was
filled with that twilight passion which had captured Elmer more than
her beauty. . . . “Never did see a lady just like her,” he reflected, as
he plowed back to his hotel. “Face kinda thin. Usually I like ’em
plumper. And yet—golly! I could fall for her as I never have for
anybody in my life. . . . So this darn’ Englishman didn’t like my
clothes! Looked as if he thought they were too sporty. Well, he can
stick ’em in his ear! Anybody got any objection to my clothes?”
The slumbering universe did not answer, and he was almost
content. And at eight next morning—Sautersville had an excellent
clothing shop, conducted by Messrs. Erbsen and Goldfarb—and at
eight Elmer was there, purchasing a chaste double-breasted brown
suit and three rich but sober ties. By hounding Mr. Goldfarb he had
the alterations done by half-past nine, and at ten he was grandly
snooping about the revival tent. . . . He should have gone on to the
next town this morning.
Sharon did not appear till eleven, to lecture the personal workers,
but meanwhile Elmer had thrust himself into acquaintanceship with
Art Nichols, a gaunt Yankee, once a barber, who played the cornet
and the French horn in the three-piece orchestra which Sharon
carried with her.
“Yes, pretty good game, this is,” droned Nichols. “Better’n
barberin’ and better’n one-night stands—oh, I’m a real trouper, too;
play characters in tent-shows—I was out three seasons with Tom
shows. This is easier. No street parades, and I guess prob’ly we do a
lot of good, saving souls and so on. Only these religious folks do
seem to scrap amongst themselves more’n the professionals.”
“Where do you go from here?”
“We close in five days, then we grab the collection and pull out of
here and make a jump to Lincoln, Nebraska; open there in three
days. Regular troupers’ jump, too—don’t even get a Pullman—leave
here on the day-coach at eleven p. m. and get into Lincoln at one.”
“Sunday night you leave, eh? That’s funny. I’ll be on that train.
Going to Lincoln myself.”
“Well, you can come hear us there. I always do ‘Jerusalem the
Golden’ on the cornet, first meeting. Knocks ’em cold. They say it’s
all this gab that gets ’em going and drags in the sinners, but don’t
you believe it—it’s the music. Say, I can get more damn’ sinners
weeping on a E-flat cornet than nine gospel-artists all shooting off
their faces at once!”
“I’ll bet you can, Art. Say, Art—— Of course I’m a preacher
myself, just in business temporarily, making arrangements for a new
appointment.” Art looked like one who was about to not lend money.
“But I don’t believe all this bull about never having a good time; and
of course Paul said to ‘take a little wine for your stomach’s sake’ and
this town is dry, but I’m going to a wet one between now and
Saturday, and if I were to have a pint of rye in my jeans—heh?”
“Well, I’m awful’ fond of my stomach—like to do something for its
sake!”
“What kind of a fellow is this Englishman? Seems to be Miss
Falconer’s right-hand man.”
“Oh, he’s a pretty bright fellow, but he don’t seem to get along
with us boys.”
“She like him? Wha’ does he call himself?”
“Cecil Aylston, his name is. Oh, Sharon liked him first-rate for a
while, but wouldn’t wonder if she was tired of his highbrow stuff now,
and the way he never gets chummy.”

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Chapter 7: Managing Employee Engagement and Performance

LO7 Conduct an effective performance feedback session.

Extended Chapter Outline

II. Driving Engagement: Preventing Voluntary Turnover

In general when it comes to complex jobs there seems to be a curvilinear relationship

1. Process of Job Withdrawal

Employee engagement (defined in Chapter 1) is the degree to which employees are

An employee's first response to dissatisfaction would be to try to change the

2. Physical Job Withdrawal

3. Psychological Withdrawal—Employees that are unable to change their

Despite debate around various aspects of the withdrawal process, there is a

2. Job Satisfaction and Job Withdrawal

3. Sources of Job Dissatisfaction

Competing Through Technology

Competing Through Globalization

Another task based intervention to reduce job dissatisfaction is job enrichment,

Competing Through Sustainability:

4. Employee Engagement Surveys

Employee engagement surveys often raise expectations. If people timely action

III. Managing Performance

Performance Appraisal is the process through which an organization gets information on

Performance Feedback is the process of providing employees information regarding

IV. THE PRACTICE OF PERFORMANCE MANAGEMENT

V. An Organizational Model of The Process of Performance Management

A. The Process of Performance Management

3. Step three in the process, organizational support, involves providing employees

and challenges influencing performance.

6. Finally, it is important to realize that what employees accomplish (or fail to

VI. Purposes of Performance Management

VII. Performance Measures Criteria

A performance measure is deficient if it does not measure all aspects of performance.

A contaminated measure evaluates irrelevant aspects of performance or aspects that are

Reliability refers to the consistency of the performance measure. Interrater reliability is

Specificity is the extent to which a performance measure gives specific guidance to

VIII. Approaches to Measuring Performance

A. The Comparative Approach—The comparative approach to performance requires

1. Ranking is one of the techniques that arrive at an overall assessment of the

2. Forced Distribution - The forced distribution method ranks employees in groups,

3. Paired Comparison—The paired comparison method requires managers to

B. The Attribute Approach—The attribute approach to performance management

C. The Behavioural Approach—The behavioural approach to performance management

1. Critical Incidents—The critical incident approach requires managers to keep a

2. Behaviorally anchored rating scales (BARS) specifically define performance

3. Competency Models – Competencies are sets of skills, knowledge, abilities and

A competency model identifies the competencies necessary for each job.

I. Assessment centers can be used for measuring managerial performance. During

D. The Results Approach—The results approach to performance management focuses

1. Management by Objectives (MBO) is a joint goal-setting process in which goals

See Table 7.7 which summarizes the various approaches to measuring

2. Balanced Scorecard - The balanced scorecard approach includes four

IX. Choosing a Source for Performance Information

B. Subordinates - Subordinates are a valuable source of performance information when

F. The 360-degree Feedback Process - One popular trend in organizations is

a. Many companies are moving to web-based online paperless performance