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This 7-page paper discusses the hypothetical situation of a performance appraisal problem at Sweetwater State University. Bibliography lists 12 sources.
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7 pages (~225 words per page)
File: AS43_MTsweeuniv.rtf
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dilemma as many other administrators and HR personnel that are faced with an antiquated system. Robs goal was to try to encourage administrators to be a little more forthcoming about
rating the support staff. Instead, what was happening was that all secretaries and clerks were rated "excellent," so they could get the highest raises.
Yet when Winchester told the department heads that in the future, no more than half the secretaries reporting to an administrator could be appraised as "excellent" (through a forced
ranking method), Winchester ran into a firestorm of anger. When Winchester tapped into the universitys performance appraisal experts knowledge at the school of business, the advice he got was to
drop the idea of forced ranking and to unshackle the salary increases from the performance appraisal process. Rather, the department heads should use the performance appraisal session as a "counseling
session," meaning the administrators wouldnt have a problem filling out the forms any more. With this somewhat vague advice, its now our
turn to weigh in on this situation. Experts Recommendation The experts recommendations were good, to an extent, in that Winchester was out of
line in forcing the universitys administrators into arbitrarily rating at least half their secretaries as something less than excellent. But not tying the raise to a performance review is slightly
off base. Winchester asked himself the right question - how else would raises in salaries be determined? But studies show that linking
any kind of performance appraisal to a salary increase is doomed to failure (Rose, 2006). Rather than listening to the potentially valuable feedback that could come out of a performance
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