Question

This activity is important because as a manager, you must be able to determine whether your employees are performing effectively and efficiently. In order to do this, you will need to conduct employee evaluations and monitor employee performance. A proper evaluation will involve job analysis and identification of tasks and behaviors that the employee can control.

The goal of this exercise is to demonstrate your understanding of evaluating employee performance by reading the case and answering questions.

Read the case about St. Jude and answer questions that follow.

During the 2016 holiday season, you may have participated in Domino’s retweet-to-donate campaign to benefit St. Jude Children’s Research Hospital. Domino’s raised a record-setting $7.3 million for St. Jude’s in 2016, adding to the over $31 million since 2004.

St. Jude works to save children by finding cures for catastrophic illnesses through research and treatment. St. Jude currently has more than 7,500 patients annually for clinical visits or admission as a patient to one of the hospital's 78 beds. The managers and employees at St. Jude have worked hard to build America's third largest health care charity, where "no one pays for treatment beyond what is covered by insurance, and those without insurance are never asked to pay." The leaders of St. Jude believe that the effective use of donations and the reputation of St. Jude depend very much on the performance of each and every employee.

However, after experiencing tremendous growth in the 1990s, St. Jude began to suffer several performance problems, many of which were traced to employees' performance evaluations. Managers only used the top two rating categories when evaluating their subordinates' performance, virtually ignoring the bottom three categories. As a result, all employees appeared to be exceeding performance standards, and the rating system could not identify areas in need of improvement or separate high from low performers.

The performance rating system also did not distinguish between different job types. St. Jude has varied employees, such as academics, nurses, accountants, human resources and public relations personnel, who all perform different tasks in different contexts. The evaluation system was not flexible enough to tailor feedback to each employee.

In response to these problems, St. Jude began working with a consulting firm to develop an improved performance management system. To develop the new system, hundreds of employees across different job levels and functional areas gave input. The system's components now include documentation of performance goals for each employee within specific jobs and a roadmap for how to accomplish these goals. Supervisors and subordinates are encouraged to communicate about goals throughout the year. Although instituting the new system was not easy, the effort was worthwhile. Improved employee performance translates into better usage of donated funds — all of which are necessary to save lives.

1. As in a job analysis, St. Jude needed input from this type of employee to identify the tasks and behaviors of various jobs.?

A.Those external to the organization

B. Former employees

C. Subject matter experts

D. Managerial employees

E. Human resource department members

2. As a first step in defining required behaviors and tasks for different jobs, St. Jude could have used the online resource called?

A. Occupational Information Network.

B. Employment Occupation Network.

C. MBO Network.

D. Department of Labor Network.

E. Job Analysis Network.

Answer 1

1) e

HR team members will have different written descriptions about various types of information pertaining to a job opening.

2) a,

It helps in getting requisite information about various job roles. HR professionals can understand the trends in job analysis in United states of America.