Performance Appraisal Analysis: The Jean Cook Case - HRMT 301
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This case study analyzes the performance appraisal of Jean Cook at Grape Technologies. The assignment delves into the factors influencing her performance review, including her dedication, attendance, job description adherence, work quality, and interpersonal relationships with colleagues. The analysis explores the complexities of her role as a human resource clerk amidst rapid company growth and the challenges posed by her work style and skill set, such as typing speed and time management. The study also examines the role of Malcolm, the manager, and his approach to the appraisal process. The recommendations suggest a performance rating of three for Jean, while offering strategic advice to both Jean and Grape Technologies. Recommendations include improving Jean's skills, adhering to her job description, and enhancing interpersonal skills. The case also provides insights into the importance of strategic goals, employee training, and fostering a positive work-life balance, alongside the need for efficient staffing processes and the integration of new employees.

Running Head: JEAN COOK CASE 1
Jean Cook Case
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Jean Cook Case
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JEAN COOK CASE 2
Jean Cook Case
Based on the Jean Cook case, Malcolm should give a rating of three to jean and later
explain why. Jean has tried her level best to get an excellent performance rating. Malcolm does
not think Jean should get a high-performance rating. With a low performance rating Jean in all
probability has been demotivated. She has been waiting for a higher performance rating, but
only to be disappointed by poor ranking. Jean believes that she deserves a high performance
rating due to her commitment to Grape Technologies. She has equally been concerned about
unpaid overtime, laid off employees and had to create a newsletter to distribute to all her
colleagues.
In addition, Malcolm needs to look at the factors he should consider before awarding the
performance rating. He should look how Jean is committed to her work and all responsibilities
that come with her job description. Malcolm describes Jean as being dedicated. Jean was very
dedicated to the work and was very nice. Second Malcolm needs to consider attendance as stated
by Harden, & Upton, (2016).Jean attendance to work was exemplary and also opted for unpaid
overtime to finish her duties. However, Jean has been a committed to her job and she is someone
creative. Her creativity was well demonstrated when she came up with employee newsletter
despite Malcolm having a negative perspective about it. In Malcolm’s thing this is a diversion
from Jean’s job description and waste of time. Furthermore, Malcolm should consider the job
description of Jean as portrayed by Sumelius, Bjorkman, & Smale (2014). Is she following the
description of the job she was assigned or is she going astray? Also, Malcolm needs to check the
quality of work Jean delivers and the time frame of the work. Jean does not complete her tasks
on time and thus leading to extended overtime because she is bad at typing and the job involves a
Jean Cook Case
Based on the Jean Cook case, Malcolm should give a rating of three to jean and later
explain why. Jean has tried her level best to get an excellent performance rating. Malcolm does
not think Jean should get a high-performance rating. With a low performance rating Jean in all
probability has been demotivated. She has been waiting for a higher performance rating, but
only to be disappointed by poor ranking. Jean believes that she deserves a high performance
rating due to her commitment to Grape Technologies. She has equally been concerned about
unpaid overtime, laid off employees and had to create a newsletter to distribute to all her
colleagues.
In addition, Malcolm needs to look at the factors he should consider before awarding the
performance rating. He should look how Jean is committed to her work and all responsibilities
that come with her job description. Malcolm describes Jean as being dedicated. Jean was very
dedicated to the work and was very nice. Second Malcolm needs to consider attendance as stated
by Harden, & Upton, (2016).Jean attendance to work was exemplary and also opted for unpaid
overtime to finish her duties. However, Jean has been a committed to her job and she is someone
creative. Her creativity was well demonstrated when she came up with employee newsletter
despite Malcolm having a negative perspective about it. In Malcolm’s thing this is a diversion
from Jean’s job description and waste of time. Furthermore, Malcolm should consider the job
description of Jean as portrayed by Sumelius, Bjorkman, & Smale (2014). Is she following the
description of the job she was assigned or is she going astray? Also, Malcolm needs to check the
quality of work Jean delivers and the time frame of the work. Jean does not complete her tasks
on time and thus leading to extended overtime because she is bad at typing and the job involves a

JEAN COOK CASE 3
lot of paperwork. Finally, Malcolm needs to consider the interpersonal relations with fellow
employees as explained by DeNisi & Smith (2014). Most employees complain about the
behavior of Jean wasting most of their time. After evaluating the above factors Malcolm should
give Jean a performance rating so as to recognize her dedication and not a rating of two.
My recommendation to Grape Technologies is that it should stick to the strategic goals of
the company. All employees should shift from their personal goals and look at the long-term
vision of the company. Based on Olivier & Schwella, (2018) employees must understand the
visions and work in line with them. Thus, employees should commit to their obligations, but
should not sacrifice themselves for the sake of meeting the company’s demands. Although
employees should know that the organization vision comes first, they should strive to develop an
effective work-life balance. Besides employees should check at the company current status and
will help to come up with ways to achieving the goals of the company.
In addition, I recommend that the company hires young skilled people to replace the
retiring staff. The vision of the company is mainly determined by the kind of employees the
company employs. To steer the company to achieve its goals the staffing process of the company
needs to be efficient. Recruitment, training and retaining as shown by Aykin (2013) officers
should be done in accordance with the gap of skills and values left behind. Also, the retiring staff
needs to impart values to the incoming staff by training them in the important aspects of the
company. According to Saks, & Gruman (2018).the human resource department needs to
examine the values of new staff and their core skills which help the company.
Thirdly, I will recommend Jean to improve her typing skills. The work of Jean comprises
of a lot of paperwork. Besides, the number of employees of Grape Technologies has risen
lot of paperwork. Finally, Malcolm needs to consider the interpersonal relations with fellow
employees as explained by DeNisi & Smith (2014). Most employees complain about the
behavior of Jean wasting most of their time. After evaluating the above factors Malcolm should
give Jean a performance rating so as to recognize her dedication and not a rating of two.
My recommendation to Grape Technologies is that it should stick to the strategic goals of
the company. All employees should shift from their personal goals and look at the long-term
vision of the company. Based on Olivier & Schwella, (2018) employees must understand the
visions and work in line with them. Thus, employees should commit to their obligations, but
should not sacrifice themselves for the sake of meeting the company’s demands. Although
employees should know that the organization vision comes first, they should strive to develop an
effective work-life balance. Besides employees should check at the company current status and
will help to come up with ways to achieving the goals of the company.
In addition, I recommend that the company hires young skilled people to replace the
retiring staff. The vision of the company is mainly determined by the kind of employees the
company employs. To steer the company to achieve its goals the staffing process of the company
needs to be efficient. Recruitment, training and retaining as shown by Aykin (2013) officers
should be done in accordance with the gap of skills and values left behind. Also, the retiring staff
needs to impart values to the incoming staff by training them in the important aspects of the
company. According to Saks, & Gruman (2018).the human resource department needs to
examine the values of new staff and their core skills which help the company.
Thirdly, I will recommend Jean to improve her typing skills. The work of Jean comprises
of a lot of paperwork. Besides, the number of employees of Grape Technologies has risen
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JEAN COOK CASE 4
drastically in the last one year giving Jean more work. On the other hand, Jean has extended her
working time due to uncompleted duties. Jean should also consider sticking in her line of work
rather than engaging in other activities. The creation of the employee newsletter was not under
her job description and she should be taught how to stick to the job description. Lastly, Jean
should be trained on how to deal with fellow employees. Jean needs adequate training on work
relationship in order to have cordial interactions with other employees. Some employees
complained that Jean wasted their time and that shall be corrected if Jean is trained on work
relationships.
In terms of training, Malcolm should be trained on improving his Human Relation skills.
From his background, Malcolm lacked the necessary skills in Human Resource although he was
the Human Resource manager for Grape Technologies. Furthermore, Malcolm did not consider
all the factors necessary for performance appraisal and was willing to give Jean a performance
rating of two.
The management should train Malcolm so that he can improve the performance of his
new role. Malcolm having been given a new role in the company, he lacked the general insight
about the job in front of him. On the contrast, Malcolm knows the importance of the Human
Resource department in the company. However, Malcolm finds it hard to adapt to a new role.
Hence, this mean that he requires special training on his new role since it different than the
previous one he had sufficient experience in.
However, Jean needs a SMART objective in order to get a higher performance rating.
Flaws have been witnessed in her job conduct, therefore, she needs improvement. First, her
objectives have to be specific as demonstrated by Bjerke, & Renger (2017). No deviations from
drastically in the last one year giving Jean more work. On the other hand, Jean has extended her
working time due to uncompleted duties. Jean should also consider sticking in her line of work
rather than engaging in other activities. The creation of the employee newsletter was not under
her job description and she should be taught how to stick to the job description. Lastly, Jean
should be trained on how to deal with fellow employees. Jean needs adequate training on work
relationship in order to have cordial interactions with other employees. Some employees
complained that Jean wasted their time and that shall be corrected if Jean is trained on work
relationships.
In terms of training, Malcolm should be trained on improving his Human Relation skills.
From his background, Malcolm lacked the necessary skills in Human Resource although he was
the Human Resource manager for Grape Technologies. Furthermore, Malcolm did not consider
all the factors necessary for performance appraisal and was willing to give Jean a performance
rating of two.
The management should train Malcolm so that he can improve the performance of his
new role. Malcolm having been given a new role in the company, he lacked the general insight
about the job in front of him. On the contrast, Malcolm knows the importance of the Human
Resource department in the company. However, Malcolm finds it hard to adapt to a new role.
Hence, this mean that he requires special training on his new role since it different than the
previous one he had sufficient experience in.
However, Jean needs a SMART objective in order to get a higher performance rating.
Flaws have been witnessed in her job conduct, therefore, she needs improvement. First, her
objectives have to be specific as demonstrated by Bjerke, & Renger (2017). No deviations from
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JEAN COOK CASE 5
what it ought to be done. She should work along with her job description and avoid taking part in
activities out of the job description. Second based on Tofade, Khandoobhai, & Leadon (2012)
the objectives have to be measurable. She should be able to answer the question of how she will
know she has met the expectations. The objectives have to be achievable. Jean should be in a
position to reach the objective and have the capability and knowledge to achieve the set
objective. Also, the objectives should not raise doubts about the organization. Furthermore, the
objective has to be relevant to the vision and goals of Grape Technologies. According to Bjerke,
&Renger (2017) when organizations set objectives, they should address reasons for performing
and consequences of every objective. Thus, Grape Technologies must ensure that its objectives
are well explained and understood by every concerned stakeholder. Finally, the objective set
must be time oriented. It should be given a time framework for the completion of the objective.
The objective must have the due date set and is used to gauge if there is a need to continue with
the objective and also marks the end of it.
what it ought to be done. She should work along with her job description and avoid taking part in
activities out of the job description. Second based on Tofade, Khandoobhai, & Leadon (2012)
the objectives have to be measurable. She should be able to answer the question of how she will
know she has met the expectations. The objectives have to be achievable. Jean should be in a
position to reach the objective and have the capability and knowledge to achieve the set
objective. Also, the objectives should not raise doubts about the organization. Furthermore, the
objective has to be relevant to the vision and goals of Grape Technologies. According to Bjerke,
&Renger (2017) when organizations set objectives, they should address reasons for performing
and consequences of every objective. Thus, Grape Technologies must ensure that its objectives
are well explained and understood by every concerned stakeholder. Finally, the objective set
must be time oriented. It should be given a time framework for the completion of the objective.
The objective must have the due date set and is used to gauge if there is a need to continue with
the objective and also marks the end of it.

JEAN COOK CASE 6
References
Aykin, T. (2013). U.S. Patent No. 8,612,277. Washington, DC: U.S. Patent and Trademark
Office.
Bjerke, M. B., & Renger, R. (2017). Being smart about writing SMART objectives. Evaluation
and program planning, 61, 125-127
DeNisi, A., & Smith, C. E. (2014). Performance appraisal, performance management, and firm-
level performance: A review, a proposed model, and new directions of future research.
Academiy of Management Annals, 8(1), 127-179.
Harden, J. W., & Upton, D. R. (2016). An Introduction to the Use of the Balanced Scorecard for
Performance Evaluation by Financial Professionals. Journal of financial service
professionals, 70(2).
Sumelius, J., Bjorkman, I., Ehrnrooth, M., Makela, K., & Smale, A. (2014). What determines
employee perceptions of HRM process features? The case of performance appraisal in
MNC subsidiaries. Human Resource Management, 53(4), 569-592.
Tofade, T., Khandoobhai, A., & Leadon, K. (2012). Use of SMART learning objectives to
introduce continuing professional development into pharmacy curriculum. American
journal of pharmaceutical education, 76(4), 68.
References
Aykin, T. (2013). U.S. Patent No. 8,612,277. Washington, DC: U.S. Patent and Trademark
Office.
Bjerke, M. B., & Renger, R. (2017). Being smart about writing SMART objectives. Evaluation
and program planning, 61, 125-127
DeNisi, A., & Smith, C. E. (2014). Performance appraisal, performance management, and firm-
level performance: A review, a proposed model, and new directions of future research.
Academiy of Management Annals, 8(1), 127-179.
Harden, J. W., & Upton, D. R. (2016). An Introduction to the Use of the Balanced Scorecard for
Performance Evaluation by Financial Professionals. Journal of financial service
professionals, 70(2).
Sumelius, J., Bjorkman, I., Ehrnrooth, M., Makela, K., & Smale, A. (2014). What determines
employee perceptions of HRM process features? The case of performance appraisal in
MNC subsidiaries. Human Resource Management, 53(4), 569-592.
Tofade, T., Khandoobhai, A., & Leadon, K. (2012). Use of SMART learning objectives to
introduce continuing professional development into pharmacy curriculum. American
journal of pharmaceutical education, 76(4), 68.
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JEAN COOK CASE 7
Olivier, A. J., & Schwella, E. (2018). Closing the strategy execution gap in the public
sector. International Journal of Public Leadership, 14(1), 6-32.
.Saks, A. M., & Gruman, J. A. (2018). Socialization resources theory and newcomers’ work
engagement: A new pathway to newcomer socialization. Career Development
International, 23(1), 12-32.
Olivier, A. J., & Schwella, E. (2018). Closing the strategy execution gap in the public
sector. International Journal of Public Leadership, 14(1), 6-32.
.Saks, A. M., & Gruman, J. A. (2018). Socialization resources theory and newcomers’ work
engagement: A new pathway to newcomer socialization. Career Development
International, 23(1), 12-32.
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