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Case Study 3

This case study discusses performance appraisals of managers by subordinates to evaluate their leadership abilities. It describes how the subordinates rated one manager, Mr. David, highly, praising his leadership qualities, efficiency, recognition of employees' work, fairness, and ability to make employees feel secure. To avoid politics influencing subordinate evaluations, the summary recommends developing a structured evaluation tool jointly, ensuring subordinates understand all appraisal areas, using a consistent tool even if managers change, and having multiple raters evaluate employees to reduce bias.

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ISHA AGRAWAL
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85 views2 pages

Case Study 3

This case study discusses performance appraisals of managers by subordinates to evaluate their leadership abilities. It describes how the subordinates rated one manager, Mr. David, highly, praising his leadership qualities, efficiency, recognition of employees' work, fairness, and ability to make employees feel secure. To avoid politics influencing subordinate evaluations, the summary recommends developing a structured evaluation tool jointly, ensuring subordinates understand all appraisal areas, using a consistent tool even if managers change, and having multiple raters evaluate employees to reduce bias.

Uploaded by

ISHA AGRAWAL
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Case study 3

Policies and Performance appraisal


1. How do you evaluate the worker’s appraisal in this case?
Performance appraisal are often done by anyone aware of a person’s performance.
during this case the performance of the deputy head, joint head and head should be
appraised by the identical group of subordinates. So employee rating of superior is
that the simplest method for this case.
Employee rating of superiors: - the concept of getting superiors rated by subordinates
is getting utilized in an exceedingly number of organization to day to create their
organizations less hierarchical, and to develop better managers. While subordinates
often haven't got access to information about all dimensions of supervisory
performance they're doing have access to information about supervisor-subordinate
interaction. during this case they (managers) competing each other in convincing their
subordinate about their performance and used all kind of techniques for pleasing
them.
The behavioural aspect should be also taken into consideration. The workers
evaluated Mr. David on these lines:
1. he's gentle person and able administrator displaying his high leadership qualities.
2. He can handle the thing efficiently
3. He recognizes the people’s work
4. he's good human as he didn't fight with other internal employees
5. He never wooed any employee nor put any negative feeling on anyone and
remained as an honest person with the co. and its employees.
6. the staff thought that they are visiting be secure and nicely make sure of by him.
2. Do you suggest any techniques to avert politics creeping into the
process of performance appraisal by subordinates? Or do you suggest
the measure of dispensing with such appraisal systems?
Performance appraisal is one among the functions of human resource management
foe measuring and evaluating the performance of the workers in a company over a
period of your time as against the set standards. Different methods are used for
evaluating performance in several styles of organizations and 360 degrees
performance appraisal is one in every of them. It helps improving performance of
organization as a full moreover as increases consistency within the performance. this
method even improves superior and subordinate relationships. Using this system,
complete analysis may be done regarding the topic and is suitable for appraisal of
top-level executive which creates happy employee environment.
Some measures of dispensing with such personal bias method are often done by:
• A structured evaluation tool should be developed by the combined effort of the
manager and therefore the subordinates.
• The subordinates should bear in mind of all the areas of this performance appraisal
tool.
• The tool should be such it are often handled by anyone, so whether or not the
manager changes the evaluation doesn't change.
• The feedback of performance appraisal should incline to the individual. in order
that he's alert to his position within the organisation.
• Two or three different rates should evaluate the workers with the identical tool.

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