Motivation and the Performance Appraisal


Motivation and the Performance Appraisal

Samuel Jones has worked diligently for his supervisor, Eric Donnell, during the past three years in the accounting department of a local bank. During that period, he has never been reprimanded for any of the work he has done. In fact, only recently, he received his first, supposedly annual,
performance review. Although he received a raise in each of the two prior years, this was the first time he was formally evaluated. The first year, he received a memo from Donnell stating the amount of his raise. The next year, Donnell did not even inform him of a raise. Rather, Jones had figure it out for himself from his paycheck stub. After sitting through his first formal evaluation, Jones is stunned. Donnell informed him that his work effort is just average and that he does not always show enough motivation in the
asks he undertakes. This is the most Donnell has said to Jones concerning his work since Jones began working there over three years ago. Donnell works on important matters alone in his office and shuts himself off from his employees’ activities. Some of Jones’s fellow workers see this as a sign the boss has faith in them to get the job done and to accept responsibilities on their own. But Jones believes Donnell is just avoiding responsibility and is not interested in involving himself with his employees.
Jones believes his boss thinks, “I’ve got my own problems, so don’t come to me with yours. “Jones has healthy working relationships with several other supervisors in the bank, and they all have told him more than once that his performance is above average. Because of this, Jones feels hurt that Donnell called him average. As far as motivation goes, Jones does not see what there is to be motivated about. He never receives rewards, verbal or otherwise, at those times when he does good work. Consequently, he is confused about what levels of effort and
performance will lead to the recognition he feels he deserves.


What should Donnell do differently if he wants Jones to increase his work effort? List some elements of job performance that Donnell must make sure are present to get better performance from his employee.. What can Donnell do to get the most out of his performance evaluations? What, if anything,

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