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  • Jane Epstein, a new manager at TechniCO, is profiling her new co-workers. They seem quite ok except one, Andy Zimmerman. He is a highly productive employee, but his emotional incompetence causing distractions at workplace. Outbursts at colleagues and team associates affect integral relationships essential for problem solving in any corporate institution. From inappropriately interrupting conversations, sending threatening mails, to shouting at co-workers, Zimmerman is poisoning the work environment over what seem genuine reasons. Some reasons may explain this rather extraordinary behavior. It could be that the organization’s mission, vision, goals, culture, and ethics are not clear. Two, it could be that individual roles and communication protocol is questionable. Three, it can be a sign of failure by the manger, Jane Epstein, to strike a balance between organizational culture and results. If these conditions are right, the best solution is to place Andy Zimmermann under procedures for sacking. He may be productive, but his personality is affecting collective performance.
  • I have worked with a Zimmermann before and simply dismissed his behavior seemed disrespectful to management. Mary Rowe, a conflict management lecturer, suggested that Jane conducts proper investigation to identify foundations, in the form of company policies, of punishing and rewarding behavior. Chuck McKenzie, a managing director, felt that such persons should be given a unique position to limit their destructions. Kathy Jordan, a psychologist, thought that it is Jane’s responsibility to manage people and that Zimmermann is not the issue. James Waldroop, a psychologist, said that Zimmermann requires mentorship but with sanctions. In view of expert opinions, it is best to ensure that employees clearly understand policies governing roles, ethics, group relations, and objectives. Behaviors that hurt overall performance must not be tolerated and should amount to dismissal of responsible employees. _______________________________________________________________________



  • Assessing employees’ achievements and shortcomings—performance evaluation—can be a daunting task for managers and HR professionals. In addition to acknowledging and applauding achievements, performance evaluations force managers and HR professionals to confront employees about problems and issues. This requires a great deal of assertiveness, empathy, and tact, but is ultimately very beneficial to the success of individual employees and organizations as a whole. Conducting performance assessments, communicating their results, and addressing problems as well as acknowledging successes helps employees meet expectations and take responsibility for self-improvement.
  • In this Discussion, you will examine a case study that involves a performance evaluation and the process of identifying and addressing a problem with an employee. You will assess the actions of the characters in the case study, read expert opinions on those actions, and formulate your own response to the scenario presented in the case study.


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  • To prepare for this Discussion:
  • Read Chapter 9 in the course text, focusing on how performance appraisals are essential to the success and progress of employees within an organization.
  • Read Chapter 14 in the course text and consider the methods of handling employee problems of performance and of behavior.
  • Read the case study “What a Star-What a Jerk” in this week’s Resources. Reflect on the information provided in the course text that might relate to this scenario. Consider how you would handle this issue or a similar issue from the standpoint of a manager as well as that of an HR professional.
  • Post: your initial reactions to the case. Then, describe how you, as a manager, would have responded to the situation. Be sure to reference the advice of the four commentators at the end of the article, but formulate your own unique answer. Elaborate on any thoughts you have that may support or refute the commentators’ claims. Finally, use the example from the case study as well as other scenarios you have experienced (in a previous job, in a project group for a class, or in another organization) and comment on the difference between problems of performance and problems of behavior.__________________________________________________________________________


  • Human Resource Management in Health Care: Principles and Practice
    Chapter 7, “Employee Training”
    Chapter 9, “Performance Appraisals” (PowerPoint Presentation)
    Chapter 14, “Managers and Employee Problems”
    Chapter 16, “Documentation”
    Chapter 17, “Terminating Employees” (PowerPoint Presentation)

Human Resource Management in Health Care: Principles and Practice
Chapter 7, “Employee Training” (PowerPoint Presentation)

Human Resource Management in Health Care: Principles and Practice
Chapter 9, “Performance Appraisals” (PowerPoint Presentation)

Human Resource Management in Health Care: Principles and Practice
Chapter 14, “Managers and Employee Problems” (PowerPoint Presentation)

Human Resource Management in Health Care: Principles and Practice
Chapter 16, “Documentation” (PowerPoint Presentation)

Human Resource Management in Health Care: Principles and Practice
Chapter 17, “Terminating Employees” (PowerPoint Presentation)

Cliffe, S. (2001). What a star—What a jerk. Harvard Business Review, 79(8), 37-48.
Note: Retrieved from the Walden Library databases.

Don’t take your people for granted. (2010). Healthcare Executive, 25(4), 40.
Note: Retrieved from the Walden Library databases.

Main, B. (1997). Set & reach goals the ‘smart’ way. ID, 33(12), 29.
Note: Retrieved from the Walden Library databases.

Staniland, K., Rosen, L., & Wild, J. (2011). Staff support in continuing professional development. Nursing Management, 18(1), 33-37.
Copyright 2011 by R C N PUBLISHING COMPANY. Reprinted by permission of R C N PUBLISHING COMPANY via the Copyright Clearance Center.

Meyer, P. J. (n.d.). Creating S.M.A.R.T. goals.
Retrieved Aug. 16, 2011, from

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