Samuel Jones has worked diligently for his supervisor, Donnell, during the past three years in the accounting department of a local bank. During the period, he has never been reprimanded for any of the work he has done. In fact, only recently, he received his first, supposedly annual, performance review. Although he received a raise in each of the two prior years, this was the first time he was formally evaluated. The first year he received a memo from Donnell stating the amount of his raise. The next year, Donnell did not even inform him of a raise. Rather, Jones had to figure it out for himself from his paycheck stub. After sitting through his first formal evaluation, Jones is stunned. Donnell informed him his work effort is just average and he does not always show enough motivation in the tasks he undertakes. This is the most Donnell has said to Jones concerning his work since Jones began working there over three years ago. Donnell works on important matters alone in his office and shuts himself off from his employees’ activities. Some of Jones’s fellow workers see this as a sign the boss has faith in them to get the job done and to accept responsibilities on their own. But Jones believes Donnell is just avoiding responsibility and is not interested in involving himself with his employees. Jones believes his boss thinks “I’ve got my own problems, so don’t come to me with yours.” Jones has healthy working relationships with several other supervisors in the bank, and they all have told him more than once that his performance is above average. Because of this, Jones feels hurt that Donnell called him “average.” As far as motivation goes, Jones does not see what there is to be motivated about. He never receives rewards, verbal or otherwise, at the time that he does good work. Consequently, he is confused about what levels of effort and performance will lead to the recognition he feels he deserves.

1. List some needs that Jones’s boss could fulfill for him to increase his work effort.

2. List some elements of job performance that Donnell must make sure are present to get better performance from his employee.

3. What can Donnell do to get the most out of his performance evaluations?

4. What, if anything, can Jones do to increase the flow of feedback from his supervisor?