Laura’s Sweet Stuff Bakery Case Study – Performance Management Questions

Laura’s Sweet Stuff Bakery Case Study – Performance Management Questions

Please answer in apa format each of the two questions with a 750 word count or more. There will be a plagiarism check run. Make sure to cite sources at least (4).The total word count 1500. There are a total of 3 questions but number 3 has separate instructions.

Case Study: Laura’s Sweet Stuff Bakery

Laura Schulz has operated Laura’s Sweet Stuff Bakery for the past 5 years. By 5:00 a.m. every weekday morning, customers are dropping in both to enjoy the cozy smells and to purchase fresh warm donuts and other goodies to enjoy with their coffee before going to work. After 5 years of this schedule where she began baking by 3:00 a.m., Laura is very tired.

Laura has decided to hire an apprentice baker and a cashier to provide early morning counter help. She knows that she must stop treating her bakery as an extension of herself and begin operating a business. She has a friend with an MBA who told her to establish a performance measurement system so that she can tell whether her two new employees are good employees or not.

It all seems so complicated. Laura has contacted the local Business School Co-op Program and asked for advice. Your professor assigned you to answer Laura’s questions for 20 percent of your grade. When you meet with Laura, she tells you that she will need you to explain with examples related to her bakery “because I’m not good at theory.” She presents you with the following questions:

1.Describe performance, and how does this term relate to Laura’s employees work standards?

2.Discuss two measurement systems Laura can use to establish standards of performance in the bakery.

3.Respond to Tiffany with 100 word count or more. Please cite source. Original question: What is the motivation for rating deflation? What can be done to prevent it?

When an employee is due a performance review, in some cases they have a general idea whether their review will be good or bad. “Accuracy in appraising employee performance is a major concern organization face in their desire to improve their performance management systems” (Dhiman and Singh, 2007, p. 75). The motivation for rating deflation is simply management not following the statistics of the employee’s performance and providing a rating based off their true performance. In turn, management become s motivated by their emotional instincts on the employee and feel compelled to rate them based how they feel about the individual which is shocking and does not measure up to the ratings. The performance review becomes driven by the goals and motivations of the rater which in turn can hinder the employees desire to remain employed with the company.

In prevention of motivation for rating deflation management should be motivated to allow the influence of performance management to dictate their decisions and not what they feel is politically correct to drive their decisions. Also in prevention of rating deflation the rater should have to justify the ratings they provided to the employee. This can be embarrassing to the rater if the employee’s stats are not equal to the ratings. Accuracy is important and having the rater attempt to explain inaccuracy to their supervisor can easily define the rating was not true of the employee. The rater should be forced to explain their rating in a face to face meeting and provide document that suffice as the reasoning for the rating. Ratings help pave the way for employees when being reviewing for merit increases and job promotion. They have a negative impact on both the employee and the culture of the employer as they will be looked upon as not being credible in regards to how they treat their employees. It is important that management uses logic and the correct performance management system in providing the most accurate rating.

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