Assessment on "Accuracy of Performance Reviews"

Assessment 3 pages (1117 words) Sources: 3

[EXCERPT] . . . .

The woman needs to be told in black and white terms what she is doing well and what she is not doing well. For those things that she is not doing well, she can be offered additional help or training as needed to get her up to the needed and necessary standard. If the woman's usual penchant for hostility and tears comes out again, it has to be explained to her that such disruptive and distracting behavior will not be tolerated. Whether it is a matter of mental health or a matter of self-control, those behaviors cannot be tolerated. This has to be held true in both a closed office situation (like the review) or out amongst the coworkers. At the same time, it should be stressed that there is an open door policy and that anything can be talked about. That being said, it also needs to be stressed that acts of aggression, extreme emotion and hostility will, at a minimum, lead to the employee being sent home or even being punished ("Employee emotional outburst," 2013).

If the woman reacts with hostility or her work quality degrades further, a progressive and systematic progression of discipline should be undertaken. She should be given at least one written warning, a final warning and then she can be terminated if that still does not work. Any direct insubordination, threats of violence or violent outbursts of any kind should result in immediate termination. If the mental health or self-control of the woman is so out of sorts that she could present a major disruption to the workplace, she should not be there. If it comes to security escorting her or police forcing her out of the building, then that is what needs to happen. This show of force from the management will make it clear, assuming she's mentally lucid, that her antics are done. If they do not stop, she needs to go ... immediately ("Four Principles," 2015).

Conclusion

There are two main takeaways from the above. First, managers cannot be afraid to manage and tell an employee the real truth about their perceived or actual performance. Employees, of course, can and should be given the opportunity to give feedback about their reviews and make their own case about what is and is not happening correctly. Even so, if the review is based on observed and provable behavior, then the chances of the assertions of the review being counteracted successfully would be limited to none. As noted before, the woman in this case study either has mental health issues or she simply needs to act her age and in control of her emotions and feelings. If she won't address any mental health or maturity issues that exist, she needs to be excised from the company because behavior like that cannot be allowed to stand and it cannot be allowed to control or harm the managers or employees of the organization.

References

Employees' emotional outburst: A patient, calm response is legally smart. (2013). HR Specialist:

Employment Law, 43(8), 3.

Four principles for creating a progressive discipline system that works. (2015). HR Specialist:

Pennsylvania Employment Law, 10(2), 4.

Gough, M. D. (2014). The High Costs of an Inexpensive Forum: An Empirical Analysis of Employment Discrimination Claims Heard in Arbitration and… READ MORE

How to Reference "Accuracy of Performance Reviews" Assessment in a Bibliography

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