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Assignment 2 ( Report )(5)

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9 views

Assignment 2 ( Report )(5)

Uploaded by

i229855
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Page |1

APPRAISING THE SECRETARIES AT SWEETWATER


UNIVERSITY (CASE REPORT)

GROUP – 02
NAME: DEV KUMAR
ENROLLMENT NO: 01-111222-036
SUBMITTED TO: DR RAFIQUE AHMED KHAN
DATE OF SUBMISSION: 02-12-2024
Page |2

INTRODUCTION:
Rob Winchester was vice president for administrative affairs at
Sweetwater state university.
He faced significant challenges after joining the university in
September.
He had to improve the way the university evaluated the
performance of secretarial and clerical staff.
In response, Rob introduced a new system called forced ranking,
where administrators had to rate some staff lower than "excellent.
“
To find a better solution, Rob met with performance experts who
suggested separating performance appraisals from salary increases
and using a new rating form along with counseling sessions.
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Q1. Do you think that the experts’ recommendations will be


sufficient to get most of the administrators to fill out the rating
forms properly? Why or why not? What additional actions (if any)
do you think will be necessary?
 Probably not enough
 Administrators may still not want to give honest ratings because they
don’t want to upset their staff.
 Without salary increases tied to the ratings, administrators may not
feel motivated to do the forms properly.
 More actions needed:
 Provide training to help administrators evaluate staff fairly.
 Encourage administrators to do the ratings correctly by offering
support or rewards.
 Create a system to deal with problems or complaints about ratings.
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Q2. Do you think that Vice President Winchester would be better


off dropping graphic rating forms, substituting instead one of the
other techniques we discussed in this chapter, such as a ranking
method? Why or why not?

 Ranking might work better.


Ranking forces administrators to compare staff, which might
make them give more honest ratings.
It prevents all staff from being rated as "excellent" when they
are not.

 But ranking also has problems:


It can cause conflict between staff if they are compared
directly.
Some staff might feel it’s unfair.

 Graphic rating forms can still work:


If they are improved to clearly explain what each rating
means.
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Q3. What performance appraisal system would you develop for the
secretaries if you were Rob Winchester? Defend your answer.

 Use A Mix of Methods:

 BARS (Behaviorally Anchored Rating Scales):


o This system gives clear examples of good and bad
behavior, making ratings easier and fairer.
 Don’t tie salary increases to performance ratings:
o Salary raises should be based on other things, like budget
or experience, not just the appraisal.
 Give regular feedback and counseling sessions:
o This helps secretaries understand how to improve and feel
supported.
Why this system?
It gives clear and fair evaluations.
It encourages honest feedback and helps secretaries grow
without affecting their salary directly
Page |6

CONCLUSION:
In this case, Rob Winchester faced a tough situation at Sweetwater State
University because the performance appraisal system for secretarial and
clerical staff wasn’t working well and led to inflated ratings. By listening
to expert advice and looking at other options, Rob learned several
important lessons.

LEARNING POINTS:
o Fair and Honest Evaluations:
It’s crucial to have a performance appraisal system that encourages
administrators to be honest and provide accurate feedback, without fear of
upsetting staff or being influenced by salary increases.

o Separation of Appraisals from Salary Increases:


Tying performance appraisals directly to salary raises can lead to inflated
ratings. Separating them can encourage more truthful evaluations and
improve the appraisal process.

o Clear Rating Systems:


A clear, well-structured rating system, like BARS, can help administrators
better understand how to assess staff fairly and provide specific feedback.

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