Read the following brief case study and answer the questions that follow Perform
ID: 444751 • Letter: R
Question
Read the following brief case study and answer the questions that follow
Performance Reviews by the numbers
When Maria Giraldo began her job as a nurseat Long Island Jewish Medical Center (L.I.J.M.C) nearly 12 years ago, performance reviews were conducted using a 10 page pager form that asked managers to score her on qualities like "leadership" or "respectfulness".
"They were very subjective", say Ms. Giraldo, who is now a nurse manager in the intensive-care unit at L.I.J.M.C.. She was often graded on intangibles like how well she worked with others, which Ms. Giraldo says were important but open inteerpretation.
But three years ago her hospital implemented a new computer-based performance system that broke her job description down into quantifiable goals such as to keep infection rates for her unit low and patient-sastifaction scores high. When review time came, the discussion didn't dwell on how she had performed- either she had hit the goals or she hadn't.
It's the same sort of hand-facts review system that many organizations in the U.S. are adopting. And it's changing the way companies and professionals view success and how to get ahead in a career.
Knocked around by the recession, U.S. businesses are trying to overhaul evaluations in a way that better separates top preformers from underachievers. According to Hewitt Associates,10% of managers and 11% of other employees are now judged based solely on the results they achieve, as opposed to a combination of hard figures and softer behavioral characteristics, such as demonstrating corporate values or showing leadership, up from 7% and 8%, respectively, five years ago. Nearly a third of professionals at an executives leve are evaluated ased solely on results, up from a little more than a fifth in 2005.
In the North Shore-LIJ Health System, the old, subjective evaluations had led to the corporate equivalent of grade inflation, say officials. "The chance of earing a good score was almost guaranteed", say Joseph Cabral, chief human resources officer of the health system, which has 15 hospitals and 42,000 employees in New York and Long Island.
Now, rather than a subjective score from a manager, nurse performance is directly judged by how high patient-sastisfaction scores are. One key reason the hospital system changed its performance review: By October, many insurers plan to pay hospitals for care based in part on patients sastisfaction-which will be collected by surveys after patients are discharged. If the North Shore-LIJ Health System's scores had stayed where they were, Mr. Cabral estimates the change would have cost it at least $55 million annually
1) The new performance management system at the Long Island Jewish Medical Center (L.I.J.M.C) was specifically designed to address which of the following problems with traditional performance reviews?
a. managers cannot complete traditional performance reviews on time.
b. performance reviews are too subjective
c. performance reviews are done too often.
d. traditional performance reviews are unfair to minorities.
2) Which of the following problems might occurs with the new performance appraisal system at L.I.J.M.C? Check all that apply
a. infection rates might be different in different parts of the hospital
b.the new goals in the performance appraisal system are more subjective than the old goals were.
c. the hospital might not get a representative sample of patient satisfaction ratings. More dissatisfied than satisfied patients might fill out the surveys.
d. hospitals cannot measure infection rates accurately
3) Error, such as stereotyping, are ____ likely to occur when managers evaluate employees based on the possession of specific traits and characteristics
a. more
b. less
4) The behaviorally anchored rating scale performance appraisal system tries to improve performance ratings by forcing managers to:
a. rate employees based on their actions, not their traits
b. compare employees
c. include information from a wide variety of sources in their reviews
d. rate employees based on intuition
5) Including race, gender, lifestyle, personality, and work style, this term covers all of the things that make each employee unique.
a. diversity
b. discrimination
c. prejudice
d. stereotype
6) People with this perspective have a hard time valuing diversity because they believe that their culture is the best culture.
a. pluralism
b. ethnocentrism
c.ethnorelativism
d. monoculture
7) Women who are prevented from moving up in the hierarchy of the organization have encountered this.
a. glass wall
b. glass ceiling
c. opt-out trend
d. the female advantage
8) Select the bias factor that underlies each of the following statements
9) Select the phrase that best completes the following setence.
A company that has ____________ can expect higher turnover, absenteeism, andlawsuits
a. an ethnocentric culture
b. a diverse culture
c. a pluralistic culture
10) In order to win a _____________________ case, the victim must prove that management knew, or should have known, about the problem and did nothing about it.
a. quid pro quo
b. hostile work environment
c. harassment
11) Based solely on the words on the valentine, this could be a case of ____________
12) This______ a case of sexual harassment because:
a. Skyler is Mikal's boss, and she is making a sexual relationship a condition of employment.
b. female bosses cannot sexually harass male employees
c. management did not do anthing to stop the harassment from occurring
d. Mikal told Skyler that he was interested in a relationship
13) In cases where sexual harassment may have occurred, which of the following CEO response would be appropiate? Check all that apply
a. go talk to your supervisor about this.
b. I'm going to fire the person who harassed you right now.
c. our company policy prohibits harassment of any kind. Let get HR involved so we can straighten this out.
d. Please tell me exactly what happened.
Performance Reviews by the numbers
When Maria Giraldo began her job as a nurseat Long Island Jewish Medical Center (L.I.J.M.C) nearly 12 years ago, performance reviews were conducted using a 10 page pager form that asked managers to score her on qualities like "leadership" or "respectfulness".
"They were very subjective", say Ms. Giraldo, who is now a nurse manager in the intensive-care unit at L.I.J.M.C.. She was often graded on intangibles like how well she worked with others, which Ms. Giraldo says were important but open inteerpretation.
But three years ago her hospital implemented a new computer-based performance system that broke her job description down into quantifiable goals such as to keep infection rates for her unit low and patient-sastifaction scores high. When review time came, the discussion didn't dwell on how she had performed- either she had hit the goals or she hadn't.
It's the same sort of hand-facts review system that many organizations in the U.S. are adopting. And it's changing the way companies and professionals view success and how to get ahead in a career.
Knocked around by the recession, U.S. businesses are trying to overhaul evaluations in a way that better separates top preformers from underachievers. According to Hewitt Associates,10% of managers and 11% of other employees are now judged based solely on the results they achieve, as opposed to a combination of hard figures and softer behavioral characteristics, such as demonstrating corporate values or showing leadership, up from 7% and 8%, respectively, five years ago. Nearly a third of professionals at an executives leve are evaluated ased solely on results, up from a little more than a fifth in 2005.
In the North Shore-LIJ Health System, the old, subjective evaluations had led to the corporate equivalent of grade inflation, say officials. "The chance of earing a good score was almost guaranteed", say Joseph Cabral, chief human resources officer of the health system, which has 15 hospitals and 42,000 employees in New York and Long Island.
Now, rather than a subjective score from a manager, nurse performance is directly judged by how high patient-sastisfaction scores are. One key reason the hospital system changed its performance review: By October, many insurers plan to pay hospitals for care based in part on patients sastisfaction-which will be collected by surveys after patients are discharged. If the North Shore-LIJ Health System's scores had stayed where they were, Mr. Cabral estimates the change would have cost it at least $55 million annually
Explanation / Answer
Q1. b. performance reviews are too subjective
Q2. a. infection rates might be different in different parts of the hospital
c. the hospital might not get a representative sample of patient satisfaction ratings. More dissatisfied than satisfied patients might fill out the surveys.
Q3. a. more
Q4. a. rate employees based on their actions, not their traits
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