Readcase study 6-2"Minimizing Distortions in Performance Data at Expert Engineering", I and complete the questions at the end of the case. You have to use the information in 6-1 to answer the questions at the end of this case.

1. provide a detailed discussion of the intentional rating distortion factors that may come into play in this situation

2. Evaluate the kinds of intervations you could implement to minimized intentional rating distortion, and it's reasons, that you have described. what do you recommend and why?

e.g., perceptions of fairness, job satisfaction/ morale, commitment, stress, and employee well-being ) Effect of system on employee performance ( effects on counterproductive workplace behavior such as absenteeism or tardiness , productivity changes ) Acceptability of the system Legal and ethical issues Privacy concerns Implementation of the system CASE STUDY 6-1 Judgmental and Mechanical Methods of Assigning Overall Performance Score at The Daily Planet The form here shows performance ratings obtained by Now compute Kuhn's overall performance score David Kuhn, a hypothetical reporter at a major news- using the weights in the table . Is there a difference paper in the United States. First, use the judgmental between the score computed using a subjective rather method to come up with his overall performance score. than the mechanical method? If yes, what are the impli- What is Kuhn's overall performance score? cations of these differences for the employee being Second, the form below actually omitted weight rated, for the supervisor, and for the organization? information for the various competencies. The weights are below. Competency Weight Productivity Quality of work Dependability and adherence to company values and policies Contribution to effectiveness of others/unitChapter 6 Performance Analytics Name: David Kuhn 183 Job Title: Reporter Dept.: International Supervisor: John DuBoss Performance Period: from Jan 19 to Dec 19 Job Description: Researches and writes news, features, analyses, human interest stories. Develops and cultivates news sources and contacts. Completes assignments by deadlines, ensuring accuracy by verifying sources. Attends newsworthy events and interviews key sources. Respects confidentiality as appropriate. Does not Significantly fully meet Fully meets Unacceptable exceeds standards standards standards Outstanding Productivity-Production is high relative to time and resources consumed; develops expected number of stories and covers beat adequately to ensure stories 2 are detected as they break; stories are developed within time frame that enables deadlines to be met; and appropriate reviews are performed as they are refined. Quality of work-Work meets quality standards and established editorial standards; stories are written in clear and appropriate manner, are consistent with editorial policy, and are fair and balanced; research is thorough and encompasses all relevant sources, which 2 3 4 5 are verified to ensure accuracy; works with editors to revise and improve content; develops and maintains network of contacts who can provide early notification of breaking stories. Dependability and adherence to company values and policies-Consistently meets deadlines; conforms to attendance policies; adapts to work demands; conforms to established values and policies; adheres 2 3 4 to ethical standards of the paper and the profession; respects confidentiality as appropriate; behaves in manner that enhances the image of the paper. Contribution to effectiveness of others/unit- Works with others within and outside the unit in a manner that improves their effectiveness; shares 2 3 4 information and resources; develops effective working relationships; builds consensus; constructively manages conflict; contributes to the effectiveness of own unit/group and the paper. Adapted from R. J. Greene, 2003, "Contributing to Organizational Success Through Effective Performance Appraisal," Alexandria, VA, Society for Human Resource Management.184 Part 2 System Implementation CASE STUDY 6-2 Minimizing Distortions in Performance Data at Expert Engineering, Inc. Under various engineer titles, veteran engineer Deme- from Purdue University, which is the same university tri worked for Expert Engineering, Inc., for almost 15 from which Demetri graduated. Indeed, Demetri was years. The firm's performance evaluation history is both active in moving the hiring initiative forward. There unique and long. He has recently been promoted to the is tension and discontent among the other principals, position of principal at the engineering firm. All prin- who fear that a time of unchecked favoritism, biased cipals are involved in evaluating engineers because the performance ratings, and unfair promotion decisions is founders of the firm believed in multiple source evalu- on the rise. ation and feedback to prevent favoritism and promote 1. Provide a detailed discussion of the intentional a merit-based culture. At the same time, the firm has rating distortion factors that may come into play in a long history of using quality performance appraisal this situation. forms and review meetings to better ensure accurate 2. Evaluate the kinds of interventions you could performance evaluations. Several months ago, how- implement to minimize intentional rating ever, the firm initiated a big hiring initiative of a dozen distortion, and its reasons, that you have described. new engineers, nine of whom turn out to be graduates What do you recommend and why