Unit 5 St Jessicas Urban Medical Center Performance Management Program Case Question

Unit 5 St Jessicas Urban Medical Center Performance Management Program Case Question

Please answer question in apa format and word count 1500 words or more. Please cite sources with scholarly sources (4). Questions 1-2 should be answered with at least 750 word count or more, word count total 1500 words or more. Question 3 is a response to the student which should also be answered in apa format and cite sources with at least 1 scholarly source. Word count for question 3 should be 100 words or more.

Case Study: St. Jessica’s Urban Medical Center

Based on your performance in helping the Board of Directors at St. Jessica’s Urban Medical Center establish a performance measurement approach, the Board has asked you to stay on as a consultant to help them implement its new performance management program. You understand that this is not the first time that St. Jessica’s Urban Medical Center has attempted to implement a performance management program. From your conversations with various managers and employees, you have heard that many people expect this program to be a dismal failure, just as past programs have been. The root of the problem was that those past programs were unfair. You have a sense that employees at various levels had no idea what the goals of the program were, and you have an uneasy feeling that, unless a number of activities precede implementation of the new program, it is destined for failure?

1.

Describe in detail the major systems that must be in place before the program can be effectively implemented. Use scholarly to support your position.

2.

After implementation of the PM system what robust measurement tools will you use to establish the PM system is working as intended. Why is this important? Please use scholarly sources to support your position.

3.Original question – Please describe four types of rater errors. Identify what can be done to combat these errors.

Discuss response question-Ericka

Rater errors will remain an issue within organizations and although training can be used to reduce the risk of rater errors causing issues for the performance management system, intentional and unintentional errors will still occur. Many errors are comparable in nature such as recency and primacy errors or using the most recent or the performance observed in the start of the performance appraisal period and leniency and severity errors or rating a majority of employees high or rating employees low rather than having rating distributed over a range to name a few (Aguinis, 2013; Daniel & Katz, 2018). To combat the errors organizations can use rater training to introduce raters to the errors and assist with preventing the errors or other methods such as documenting performance throughout the performance period, using forced distribution methods, requiring meetings to defend ratings and more (Aguinis, 2013).

The primacy error occurs when the rater only considers performance observations made at the beginning of period being reviewed while the recency error occurs when the rater considers information obtained in the later portions of the performance review period (Aguinis, 2013; Daniel & Katz, 2018). The recency effect will discount performance leading up to the end of the performance evaluation and only use the most current performance of an individual for the evaluation period (Aguinis, 2013; Daniel & Katz, 2018). To combat primacy and recency errors documentation of good performance or performance defects helps to allow for reminders when completing the performance evaluation for individual employees. This has been an issue for many organizations and implementation of weekly or monthly documentation allows or raters to review performance for the whole review period rather than focusing attention to the beginning or end of the period and judging employees on a short span of performance.

Leniency errors are typically an intentional error used to inflate the ratings of most employees to either make the raters performance look better, to avoid conflict with ratees, and more while severity errors are the opposite and employees are given lower ratings to make a statement to employees, document performance defects and more (Aguinis, 2013). When leniency and/or severity errors are an issue the organization has different options to consider to prevent the errors minus the needed rater training to inform raters how to properly rate employees. Requiring managers to either explain the ratings to provide feedback and further evidence for the ratings helps to prevent leniency and severity errors and are good methods to implement, but forced distribution rating is more effective due to how the system works (Aguinis, 2013). Forced distribution rating systems require managers to rate a set percentage of employees in the high performance, average, and low performance ranges and rewards and punishments are distributed based on the ranking of the employee and tend to have a higher perception of fairness among ratees (Blum, Rubin, & Baldwin, 2013).

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