EMPLOYEE EVALUATION 1

Grand Canyon University

Employee Evaluation

Psych 565

Jesse Herriott

March 18, 2020

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Case Study 1: Zephran Plastics

1. It is important to ensure that Zephran Plastics is meeting its goals because as an

organization, the company has a responsibility to itself, it’s employees, shareholders and

finally to its clients. It is for this reason that standards are created so that the company can

consistently satisfy all of the above-mentioned groups.

2. As a result of environmental and cultural limitations, the organization would need to re-

evaluate how it manages the time workers spend on developing products for its clients.

Therefore, an assessment on the necessity of critical need jobs would be conducted in

order to make sure the company is in compliance with environmental agency standards.

Should it be discovered that a position places the company in jeopardy of being fined,

whichever position falls in that conversation would either be eliminated or absorbed into

another department.

3. Performance evaluations will be completed by a joint task force of team leads,

supervisors and human resources.

4. The best appraisal methods to accomplish this goal would be compensation-based,

meaning that if employees meet performance standards then they will be eligible for a flat

raise, (1-3%) of their salary yearly, at the end of their evaluation, not to exceed the first

pay cycle of the following year.

5. Train raters would consist of supervisors, peers, sub-ordinates, clients, and self-

evaluators.

6. Performance would be observed randomly, no less than once per quarter.

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7. At the end of the year, employees will sit down with their managers to go over

evaluations and be given the chance to evaluate themselves. All other evaluators, minus

his or her supervisor, will be anonymous.

8. Employees will be notified of the results of their performance at the beginning of the year

electronically, via a scoring system, at which time they will begin to receive his or her

raise.

9. Employees who routinely fall below benchmark expectations will be terminated.

10. Surveys will be conducted once per quarter for quality and control purposes, in order to

monitor the effectiveness of the performance evaluations and to establish benchmark

scoring. Combined, data from the surveys and the evaluations will be stored and

monitored by human resources, legal team and upper management.

Case Study 2: Washington and Jefferson School Districts

1. Aamodt (2015) suggests employee performance evaluations allow companies to

legitimately control for problems in the quality of their production, while legally

minimizing risk. In this scenario, staff and teachers will undergo evaluations in order to

ensure both districts will have as much of a blend of the best employees so that both

districts will have an equal chance of succeeding in their mission of educating students.

2. Environmental and Cultural limitations to school redistricting involve management

ensuring that adequate staff reflect the demographics of the district, in order to connect

better with both the student and community population.

3. Performance of staff and teachers will be monitored by immediate supervisors and human

resources.
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4. The best appraisal method to accomplish the goal of evaluation will be a form of

quarterly feedback so that employees can receive updates on their performance once per

quarter.

5. Train raters would consist of supervisors, peers, sub-ordinates, clients, and self-

evaluators.

6. Performance would be observed randomly, no less than once per quarter.

7. Performance of faculty would conduct by department leads, that will sit in on a class for

no less than a quarter of the class in order to conduct evaluations. Staff members will be

evaluated by immediate supervisors.

8. Once per quarter, employees will meet with human resources in order to discuss their

evaluations and will also be provided an opportunity to complete a self-evaluation.

9. Employees that routinely score below benchmark will be subject to coaching, and

subsequent termination at the end of the school year.

10. In order to maintain fairness, human resources will maintain data from student surveys of

faculty, self-evaluations, and supervisor evaluations in order to both establish a

benchmark of the employee’s performance, and to also ascertain improvements to be

determined within each department.

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References:

Aamodt, M. G. (2015). Industrial/organization psychology: An applied approach (8th ed.).

Belmont, CA: Wadsworth/Cengage. ISBN-13: 9781305118423