Case Study Performance Reviews by the Numbers When Maria Giraldo began her job as a nurse at Long tsland Jewish Medical Center (L.I.J.M.C.) nearfy 12 years ago, performance reviews were conducted using a 10-page paper form that asked managers to score her on qualities like "leadership" or "respectfulness" "They were very subjective," says Ms. Giraldo, whio is now a nurse manaper in the intensive-care unit at L.J.J.M.C. She was often graded on. intangibles like how well she worked with others, which Ms. Graldo says were important but open to interpretation. But three vears aoo her hospital implemented a new computer based performance system that brobe her job description down into quantifiable The new performance management syitem at the Long Island Jewish Medial Center (L.t.J.M.C.) was specifically designed to address which of the following problems with traditional pertormance reviews? Performance reviews are too subjective. Traditional performance revitws are unfor to minorities. Managers cannot complete traditional performance reviews on time. Periormance reviews are done too often. Which of the following problems might occur with the new performance appraisal system at L.1.J.M.C.? Check all that apply. Infection rates might be different in different parts of the hospital. The hospital might not get a representative sample of patient satisfaction ratings. More dissatisfied than satisfied putients might fil the surveys: An employee may bend the rules if a patient complains about a stringent treatment protocol, because the employee wants a good me from the patient. The new goals in the performance appraisal system are more subjective than the old goals. Now answer several questions about performance apprasal and employee development more generally. Errors, such as sternotyping, are likely to occur when managers evaluate employees based on the specific traits and characteristics they The 360-degree feedback performance appraksal system tries to improve performance ratings by forcing managers to: Rate employees based on intuition Indude information from a wide variety of sources in their reviews Compare employees Rate employees based on their actions, not their trats Eirors, such as stereotyping, are likely to occur when managers evakute employees based on the specific traits and charicteriatics they possess. The 360 -degree feedback perfor fraisal system tries to improve performance ratings by forcing managers to: Pate employoes bansed on Include information from a wide variety of sources in their reviews Compare employees Rate employees based an their actions, not their traits Emeroency medical techricians (UMs) not only need medwal skills, they atwo have to work in high-stress satiabions. Which training method woukf be best for truining EMIs on content and context? Role plaving Terts Wetanar Assigned reading.

1. Case Study Performance Reviews by the Numbers When Maria Giraldo began her job as a nurse
at Long tsland Jewish Medical Center (L.I.J.M.C.) nearfy 12 years ago, performance reviews
were conducted using a 10-page paper form that asked managers to score her on qualities like
"leadership" or "respectfulness" "They were very subjective," says Ms. Giraldo, whio is now a
nurse manaper in the intensive-care unit at L.J.J.M.C. She was often graded on. intangibles like
how well she worked with others, which Ms. Graldo says were important but open to
interpretation. But three vears aoo her hospital implemented a new computer based performance
system that brobe her job description down into quantifiable The new performance management
syitem at the Long Island Jewish Medial Center (L.t.J.M.C.) was specifically designed to address
which of the following problems with traditional pertormance reviews? Performance reviews are
too subjective. Traditional performance revitws are unfor to minorities. Managers cannot
complete traditional performance reviews on time. Periormance reviews are done too often.
Which of the following problems might occur with the new performance appraisal system at
L.1.J.M.C.? Check all that apply. Infection rates might be different in different parts of the
hospital. The hospital might not get a representative sample of patient satisfaction ratings. More
dissatisfied than satisfied putients might fil the surveys: An employee may bend the rules if a
patient complains about a stringent treatment protocol, because the employee wants a good me
from the patient. The new goals in the performance appraisal system are more subjective than the
old goals. Now answer several questions about performance apprasal and employee development
more generally. Errors, such as sternotyping, are likely to occur when managers evaluate
employees based on the specific traits and characteristics they The 360-degree feedback
performance appraksal system tries to improve performance ratings by forcing managers to: Rate
employees based on intuition Indude information from a wide variety of sources in their reviews
Compare employees Rate employees based on their actions, not their trats Eirors, such as
stereotyping, are likely to occur when managers evakute employees based on the specific traits
and charicteriatics they possess. The 360 -degree feedback perfor fraisal system tries to improve
performance ratings by forcing managers to: Pate employoes bansed on Include information
from a wide variety of sources in their reviews Compare employees Rate employees based an
their actions, not their traits Emeroency medical techricians (UMs) not only need medwal skills,
they atwo have to work in high-stress satiabions. Which training method woukf be best for
truining EMIs on content and context? Role plaving Terts Wetanar Assigned reading