Peter Case Study

Ortaliza, Eden Mae R.
HR – ELEC 104
CBET – 17 – 602E S 5:00 – 8:00pm
CASE STUDY 4
1. How should Peter go about setting up the performance appraisal system he
envisions?
In order for Peter to succeed in establishing his proposed performance

appraisal system for the employees, he needs to gather all the necessary
information that will be needed and take an action-based decision. He must set a
specific smart goals and objectives in conducting this project. Paper works and
due process must be cut off to initiate all employees from top to bottom to work at
a synchronous level. This step would help to achieve fair and equal treatment for
all employees. A reward is also necessary to boost performance levels. In
addition, he must convince the top management to agree with his proposed plans
because setting up a performance appraisal in the organization must be agreed
with both parties.
2. Do you feel that the very first appraisal system implemented in an organization
has special significance? Why or why not?
The implemented appraisal system in the company favors the people in

the higher position. Those employees who work in the small unit of the company
are left behind and left unattended. Their performance is not rewarded and ends
up getting okay with what they offer daily. On the other hand, people in the higher
position who got promoted easily didn’t care anymore for what’s going on in the
lower level of the company. Moreover, the store managers or even the clerks are
not having any recognition or appraisal in their performance appraisal system
that’s why Peter’s initiative to develop their appraisal system is really a good
move for the betterment of their employee’s development and organization itself.
3. Assume that the opinion expressed by the senior vice president for operations is
one shared generally by other senior managers (except for Roe). What special
problems are created by open, vocal opposition? How can these problems be
overcome?
Peter’s sales organization sees the Performance Appraisal as a bureaucratic

exercise wherein they believe that conducting performance appraisals requires
considerable amounts of time and effort, generates few rewards, and adds
considerably to the manager's level of conflict and stress. The senior managers
do not offer a reward-based and reward-driven performance for the lower
employees as long as they are in the position and earning a daily minimum
income. The most important thing in this system is the regulation of power.
Higher positions want a straight and direct authority down to the small area of the
company.
The vocal opposition of Peter Roe can cause conflict to his career. The
senior managers are all against his suggestion. It will take him so much to
influence and deliver the goal and objectives of his analysis and suggestion in
the problem about their current appraisal system. Employees in the lower level
could not possibly speak for themselves as the senior managers are all closed-
ears and have nothing to do with them.
Peter Roe should precisely present the possible outcomes in addressing

employees in the lower level of the company. Peter Roe should vividly show the
improvements and their impact on the overall performance of the company when
employees are rewarded. To make it, he must begin by himself rewarding the
employees with small recognition such as certificates and small gifts for being
devoted to the job they have. Later on, senior managers will notice the positive
effect of recognizing small employees and also its advantage on the whole
company.
4. Based on what you read, what should be the primary purpose of the new
employee appraisal system? Why?
Appraisals are a great way to honor and compensate workers while also
ensuring that they are respected for their efforts. Employers may decide whether
to compensate workers with pay raises, promotions, or incentives by monitoring
success and improvement toward goals. The primary purpose of this system is to
drive employees to work at their best and to be effective at their work in order for
them to contribute to the success of the company. In addition, its purpose is also
to motivate their employees and improve them because when the employees are
being appraised to what they have done for the company, eventually they will
become more eager and they will feel that they are really part of the organization
and they will feel that they are not being left behind.
5. How might a change in company strategy complicate the selection process for an
employee appraisal system? Implementation of it?
Many companies criticize performance appraisal because it is often
overwhelmed with critiques. Appraisees are usually disappointed with appraiser
scores. Inadequate preparation of raters or appraisers may be one of the causes.
Appraiser discomfort, lack of objectivity, halo error, leniency or strictness, central
tendency error, recent behavior bias, personal bias (stereotyping), and
influencing the test are some of the other factors. A strict framework of
implementing an employee appraisal system is a must to offer an equal chance
of selection to appraise an employee in all positions. Moreover, before you
establish it, you must go through a thorough strategic planning in order to avoid
complications.

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Ortaliza, Eden Mae R.

In order for Peter to succeed in establishing his proposed performance

The implemented appraisal system in the company favors the people in

Peter’s sales organization sees the Performance Appraisal as a bureaucratic

Peter Roe should precisely present the possible outcomes in addressing

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