Firing Practices:Reality Television vs. Real Life
...n content. They can be categorized into different categories including global ratings, trait-based scales and effectiveness-based systems. Below is an example of a global rating appraisal adapted from one used at Minot State University in Minot, North Dakota. 1. In your opinion, what are your major job-related achievements in the past year? 2. Based on the requirements of your position, what additional skills, knowledge, equipment, working conditions, or system changes would help you more effectively perform your present job? 3. List any topics you would like to discuss with your supervisor during your performance appraisal conference. 4. What could your supervisor do to aid you in more effectively performing your job? 5. Provide any additional information about yourself and your personal desires, goals, or job environment that may be helpful in using your talents in your own and the organization's best interest. Thomas Patterson, author of Refining Performance Appraisal (1987) in the Journal of Extension, states, “Global ratings are a one-dimensional rating of the overall estimate of performance without the distinction of critical job dimensions such as good, fair, poor, or excellent” (Patterson, 1987, para. 6). Gilbert concurred by saying, “It is up to the rater to determine what data is relevant to the appraisal. The subjective nature of the global rating scales because the fairness and accuracy of the rater is considered to be highly suspect. Thus, the use of these types of rating systems may contribute to the belief that performance appraisals are dreaded and meaningless” (1994, para. 11). Trait-based scales are more multidimensional in performance measurement. Patterson states, “This system typically rates a person on a scale of 1-to-5 or 1-to-7 on traits such as loyalty, dependability, cooperation, initiative, and self-confidence. Unfortunately, the traits are usually not defined or there are very few criteria suggested for each trait area” (1987, para.8). Also, some of the traits that are reviewed may not apply to all the positions that use this method. As a result, the overall score may be skewed. Gilbert explains, “trait-based scales and global rating scales are combined to provide an essay in support of the rating received by the employee” (1994, para. 13). The short essay is a justification tool allowing the rater to explain how or why the score was determined, but the rater determines the data relative or not for this determination. Figure 1 below is an example of a trait-based rating appraisal retrieved September 30, 2004 from http://www.geocities.com/wilfratzburg/performanceappraisal.html. 5 4 3 2 1 EXCELLENT GOOD ACCEPTABLE FAIR POOR 1.Dependability x 2.Initiative x 3.Overall Output x 4.Attendance x 5.Attitude x 6.Cooperation x 7.Quality of work x A fairly new trend in performance appraisal systems is the effectiveness or behavior-based system. Patterson explains, “Effectiveness or behavior-based systems, such as Management by Objectives (MBO), are based upon objective results such as fulfilling work objectives, what a person does and a measurement of employee’s contribution to an organization” (1987, para. 10). This is the type of performance appraisal used in the reality television show The Apprentice, to some extent. Each team of contestants is given a set of objectives that must be met within a specified timeframe. The television series is on a set schedule with one person set to be fired each week. In real life there is no set schedule for employers and no critic ratings to achieve. Figure 2 below explains the MBO process written by Gemmy Allen (1998) retrieved September 29, 2004 from http://ollie.dcccd.edu/mgmt1374/book_contents/2planning/perf_objectives/perf_obj.htm. MBO begins when the supervisor explains the goals for the department in a meeting. The subordinate takes the goals and proposes objectives for his or her particular job. The supervisor meets with the subordinate to approve and, if necessary, modify the individual objectives. Thus, a set of verifiable objectives for each individual are jointly determined, prioritized, and formalized. Communication is the key factor in determining MBO's success or failure. Finally, the employee's performance is measured against his or her objectives, and he or she is rewarded accordingly. This idea is illustrated further in the following diagram. Steps in MBO Process Below, Figure 3 is an example of a MBO performance appraisal illustrated in the Human Resource Management text by Anthony, Kacmar, and Perrewe` (2002, p.376). Ratzburg states discusses behavior-based systems as those “thought to combine the best features from several appraisal systems used determine a more accurate analysis of performance or behavior” (Ratzburg, para. 40). When structured properly, this system can be a valuable tool in promoting development and growth for employees because of the job analysis it provides. Unlike trait-based systems that emphasize who a person is, while behavior-based systems emphasize what a person does. Behavior-based appraisals are a continuous process of motivating employees to reach his or her peak performance. Managers must recognize and address deficiencies in performance as they happen so there are no surprises at the time of the appraisal (Ratzburg, n.d.). After examining some different types of performance appraisals an organization must determine which best suits the organization to most effectively, consistently and objectively appraise employee performance. Knowing how to use the performance appraisals in removing a poorly performing employee is extremely important to avoid costly legal battles for wrongful termination. One of the most widely recognized systems to accomplish the removal of an employee with little or no litigation is progressive discipline. Progressive discipline, also known as due process, has specific elements according to Paul Falcone, writer of HR Magazine’s The Fundamentals of Progressive Discipline – Employee Discipline. Falcone noted that “knowledge of expectations and consequences, consistency, follow-though, discipline appropriate to the offense, an opportunity to respond and a reasonable time limit are the common elements in progressive discipline. Critical components of progressive discipline include notice, an opportunity to improve, and a review process” (1997, para. 10). According to HRZone, “Progressive discipline used in conjunction with well-crafted performance appraisals strengthens the validity, fairness and grounds for involuntary termination due to poor performance. Widely used in unionized environments, progressive discipline is the vehicle management uses to move through increasingly vigorous counseling or training in an attempt to cause or convince an employee to bring their performance to an acceptable level” (HRZone, para. 12). This practice has gained popularity outside of unionized environments because of its ability to make your termination effort defensible in court. According to HRZone.com there are several reasons for using progressive discipline. They state: One, you may be able to turn the employee around and gain a well functioning employee. Two, you may find out what is wrong with your work rules and policies which can be changed to make the work environment for your employees more effective. Three, by evaluating the employee and providing him or her with training and assistance you may find out what is wrong with your selection process. Four, and the most important reason, by giving employees a chance to change their performance before you discipline you demonstrate to their fellow employees that you are fair and willing to give employees a chance. (para. 4) Ms. Sue Knobeloch, Vice President of Bradtrud Middleton Insurance, discussed with me her views on providing performance improvement notices. She explained to me that performance improvement notices may be presented in one to one counseling, skill-building training, awareness training, and performance versus results reports (more likely to be used in sales positions highlighting number of sales per hour, day, and quarter). “Notice” can be provided in one of two forms: verbal or written. Verbal notices are simply the spoken words between a manager and employee. This is seen as the least formal attempt to correct a performance issue; however documentation of these meetings must be included in the employee’s personnel record. Written notices are seen as more formal and provide a written form of what the performance issue is, what the employee must do to improve, a timeline in which the employee has to improve, and a review date. Written notices are also placed in the employee file (S. Knobeloch, personal communication on September 12, 2004). Ms. Knobeloch (personal communication, September 12, 2004) went on to say, “many times companies provide levels of notice, meaning there may be two verbal notices before a written notice, and three written notices before disciplinary action such as suspension or termination.” Figure 4 illustrates increasingly vigorous discipline based upon the conversation with Ms. Knobeloch. Creating a paper trail far before termination provides an over-time look at performance issues plaguing an employee. Falcone (1997) states, “Because the purpose of progressive discipline systems is to rehabilitate, employers must try to help employees solve their problems.” He explained his “Step System” by outlining the steps in providing documentation for progressive discipline. Falcone’s Step System is illustrated below: Step 1. Clearly state in writing the nature of the problem and how the employee’s performance or conduct damaged the company. Step 2. Provide a clear and un-equivocal warning that failure to improve will result in discipline, up to and including termination. Step 3. Prove through progressive disciplinary actions that the employee’s poor performance continued despite repeated warnings. Step 4. Show that discipline was doled out in a fair and consistent manner, so that any worker will reasonable expect to be terminated under similar circumstances. (1997, para.16) Ms. Knobeloch (personal communication, September 12, 2004) mentioned that documenting performance problems from verbal warnings to employees, or filing written warnings issued to the employee, builds a foundation in the case the employee adversely responds to counseling, warnings, or makes no adjustment in performance or behavior. It is imperative that document...