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Case Study: CRB, Inc.

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The following performance appraisal form was adopted by CRB, Inc., a small car restoration business. It was filled out by Al Brown, the owner of CRB, Inc., because he has been told he should give all of his employees an appraisal of their performance. This particular form was given to the foreman, Robert (Bob) Jared, to complete the employee comments; Al then filled in the supervisor comments sections.

As you review the performance appraisal form, please respond to the following questions:


Link Attached @ Case study pdf.


(Minimum of 750 words for each question, this excludes the reference section at the bottom from your word count. You are also required to use a minimum of FOUR scholarly external sources references. Use proper APA guidelines, you only have to make reference to the author and year of publication in your in-text reference, but APA guidelines encourage you to also provide the page number.

1.From your reading in the text provide a detailed evaluation of the form. What components are necessary? What is missing and what should be added? Is anything optional? Provide a brief explanation of your responses.

(


750 words)

2. From your learning in this course describe the advantages and disadvantages of having the supervisor and the subordinate complete aspect of the performance appraisal form.

(


750 words)



Case Study: CRB, Inc.
Click here: Link Here
The following performance appraisal form was adopted by CRB, Inc., a small car restoration
business. It was filled out by Al Brown, the owner of CRB, Inc., because he has been told he should
give all of his employees an appraisal of their performance. This particular form was given to the
foreman, Robert (Bob) Jared, to complete the employee comments; Al then filled in the supervisor
comments sections.
As you review the performance appraisal form, please respond to the following questions:
Link Attached *
(Minimum of 750 words for each question, this excludes the reference section at the bottom from
your word count. You are also required to use a minimum of FOUR scholarly external sources
references. Use proper APA guidelines, you only have to make reference to the author and year
of publication in your in-text reference, but APA guidelines encourage you to also provide the
page number.
1. From your reading in the text provide a detailed evaluation of the form. What components
are necessary? What is missing and what should be added? Is anything optional? Provide a
brief explanation of your responses. (750 words)
2. From your learning in this course describe the advantages and disadvantages of having the
supervisor and the subordinate complete aspect of the performance appraisal form. (750
words)
Case Study: CRB, Inc.
Performance Appraisal Form
Employee
Name:
Position/Title:
Department:
Date:
Robert Jared
Foreman
Paint and Auto
body
6/30/12
Performance
Attribute
Knowledge/Kn
ow-how:
Demonstrated
knowledge or
technical skills
required by
position. These
may include
command of
professional
body of
knowledge;
knowledge of
organizational
structure,
mission, or
goals.
Communicatio
n Skills:
Demonstrated
written,
listening, and
interpersonal
skills. These
may include
diplomacy,
conflict
resolution, or
presentation
skills.
Work Results:
Work is
thorough,
accurate,
completed on
time and as
planned, and is
considered a
quality job.
Supervisor
Comments
Score
Employee
Comments
Score
3
I’ve got 25
years
experience in
paint and body
shop work. I
held this
company
together over
the past year.
4
Good verbal
skills most of
the time.
Occasional
difficulty in
controlling
anger has
exacerbated
existing
problems.
Doesn’t always
do paperwork
needed in job.
1
Good enough
for this job.
Frustrations
aren’t my fault.
I do my best.
2
Excellent
4
Of course.
4
Strong
knowledge and
technical skill.
Instinctive
knowledge of
how the
company can
move forward
in the industry.
Work Style:
Demonstrated
good work
habits. These
may include
being
dependable,
Excellent
consistent,
independent and
self-starting, and
exhibiting
flexible work
behavior.
In general, Bob
Service
does a good
Orientation:
job managing
Demonstrated
relationships
courteous,
with customers
responsive,
and staff. As
respectful
noted above,
behavior toward
he needs help
customers, staff,
managing
and others.
anger issues.
Additional
Performance
Attributes:
Supervision
Contribution to
overall
motivation and
performance of
staff is very
good.
4
I’m always
here before my
boss and open
to whatever he
suggests. I
work weekends
and do work
4
for free. This
entire place is a
lot cleaner and
more organized
since I got
here.
1.5
I do the best I
can in difficult
circumstances.
3
3
I’ve trained
Dave and
brought the
mechanic and
engine repair
shop into being
on my own
time.
4
Overall Success
Very good
Top notch
2.5
5
Rating
Adapted from an appraisal form developed by Boston College, found at
http://www.bc.edu/bc_org/hvp/c/apprais.html Accessed May 4, 2005.
This performance appraisal is meant to summarize and evaluate an individual’s overall
performance for the year. Five generic performance attributes and definitions are provided for all
employees. These attributes address an individual’s knowledge, competence, and skills as
applied to one’s work. Performance attributes may be added as needed in order to customize the
form to the individual’s position. Both the supervisor and the employee should provide an
overall performance success rating using the scale below. 4—Performance far exceeds position
requirements and indicates job mastery 3—Performance consistently exceeds position
requirements 2—Performance meets position requirements 1—Performance does not meet
position requirements
Did the employee have a work plan? Yes No
Did this employee show progress on a work plan? Yes No
Did the employee have a developmental plan?
Yes No
Did this employee show progress on a developmental plan? Yes
No
Supervisor Comments: (Describe the employee’s total performance for the year and substantiate
the overall success rating.)
Bob has really helped the shop get into a competitive stance. Both his own performance and his
supervision have helped us get cars out on schedule and keep good employees. He works hard
while he’s here and he encourages the rest of the staff to put in a good day’s work for a good
day’s pay. He volunteers his own time and ideas to enhance the shop. He suggested working with
a radio station to refinish a car that they could give away in exchange for providing advertising
for the shop. His enthusiasm led the employees to volunteer their time on the project. Everything
is more organized since he got here. On the other hand, he really does need to learn how to
manage his anger. It doesn’t happen very often (maybe four times all year), but it’s frightening to
watch him lose his temper. So far there has been no violence (which would be a firing offense),
but I can understand why one customer brought in a police officer when he came back to pay his
bill after Bob got angry when the customer called him a liar. Bob’s loud angry verbal response
was totally inappropriate for a business setting. Paperwork is another area of weakness: Bob does
as little as he can get away with, which leads to poor documentation in the customer files and
problems with employee pay sheets. He complained to one owner about how the other owner
didn’t purchase parts on time. That owner asked in writing for a list of parts needed to monitor
their purchase and the list still has not appeared.
Supervisor’s Signature: Alfred E. Brown
Date: June 28, 2012
Employee Comments: (Describe your total performance and the two-way communication with
your supervisor throughout the year.)
I never had a work plan and don’t know what a developmental plan is. Al hired me to get this
shop back on its feet and I’ve done that. For the first time, he’s taking money home and he has
me to thank for that. Sure, I get frustrated—who wouldn’t with customers who want us to work
for free and whine that the former owner promised them this and that. Of course, he never did
anything and now we’re stuck with his broken promises and no paperwork. I do my best with the
paperwork but I get busy on the jobs. You’ve got to decide whether you want paper or cars to go
out. Al and I talk every day—I give him notes about the parts I need. Then Mary says she wants
a list … tell her to ask Al! I don’t have time to please a boss who’s never in the shop. I’ve got too
much going on with doing free and redo work and helping our employees be great employees.
It’s nice to work here most of the time. I’ve always liked working on old cars and we do great
work. The money is starting to be ok and we’re getting better equipment. We ought to get this
place really turned around this next year.
Employee’s Signature: Bob Jared
Date: June 28, 2012
The above performance appraisal form was adopted by CRB, Inc., a small car restoration
business. Al Brown, the owner of CRB, Inc., completed it because he has been told he should
give all of his employees an appraisal of their performance. This particular form was given to the
foreman, Robert (Bob) Jared, to complete the employee comments. Al then filled in the
supervisor comments sections

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