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Chapter 10 - Managing Employees’ Performance
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
Chapter Ten: Managing Employees’ Performance
Welcome to your guide to teaching Chapter Ten, Managing Employees’
Performance!
This guide will provide you with a chapter summary, learning objectives, lecture
outlines, solutions to in-chapter case questions and end of chapter discussion questions
and possible responses.
Instructor’s Manual Highlights:
Chapter Ten Roadmap
We hope you find each chapter of your Instructor Manual practical and useful, but also,
exciting! You can adapt the chapter text, the PowerPoints, and the video to work in an online
class environment, a guided independent study environment, or a face to face or on-ground
environment.
✓ When presenting Chapter Ten, have the students first read the chapter and encourage
them to absorb the “big picture” of Managing Employees Performance.
✓ Use the PowerPoint for Chapter Ten to frame your lecture.
✓ Have students read and discuss the Cases and their respective Questions.
✓ Have students validate their knowledge of the chapter by working through the
Discussion Questions at the end of the Chapter.
✓ Lastly, have students review, journal, or discuss the Key Vocabulary Terms at the end of
the chapter.
ROADMAP: THE LECTURE
MANAGING EMPLOYEES’ PERFORMANCE
Chapter Summary
This chapter examines a variety of approaches to performance management. It begins by
describing the activities involved in managing performance and then discusses the purpose of
carrying out this process. Next, the chapter identifies specific approaches to performance
management, including the strengths and weaknesses of each approach. It also looks at
various sources of performance information. The next section of the chapter explores the kinds
of errors that commonly occur during the assessment of performance as well as ways to reduce

whole or part.
those errors. Then, the chapter describes ways of giving performance feedback effectively and
intervening when performance must improve. Finally, it summarizes legal and ethical issues
affecting performance management.
Learning Objectives
After studying this chapter, the student should be able to:
1. Identify the activities involved in performance management.
2. Discuss the purposes of performance management systems.
3. Define five criteria for measuring the effectiveness of a performance management system.
4. Compare the major methods for measuring performance.
5. Describe major sources of performance information in terms of their advantages and
disadvantages.
6. Define types of rating errors and explain how to minimize them.
7. Explain how to provide performance feedback effectively.
8. Summarize ways to produce improvement in unsatisfactory performance.
9. Discuss legal and ethical issues that effect performance management.
I. Introduction
The opening vignette highlights how Microsoft used to rate their employees on a scale of 1 to 5;
1 being the highest. If rated high, employees would get a large bonus. HR also established a
curve in which managers needed to place their employees to better match the pay of the local
labor market. Managers were also expected to have a few employees at the top and a few at
the bottom of the curve. After some research, the human resource department found that these
systems cause the employees to be in competition with each other rather than thinking of their
co-workers as teammates. So Microsoft changed it practices and now rates employees on
accomplishments, use of coworker’s input, and contributions to coworker’s success. Managers
are required to give feedback more than at the annual review time. Microsoft made the changes
as an important step in creating the best possible environment for their world class talent.
Discussion Question and Suggested Response.
What is better about the new way of performance management at Microsoft compared to
the old way?
Answers will vary. Students should focus on how the old was too competitive and
encouraged individualism instead of team work. It also used some forced ranking which
meant that everyone wasn’t necessarily rated accordingly. The new system allowed for
more feedback which should result in stronger performance and more teamwork as part
of the ranking is based on helping co-workers succeed.

whole or part.
1. Performance management is the process through which managers ensure that
employees’ activities and outputs contribute to the organization’s goals.
2. The process of performance management requires knowing what activities and outputs
are desired, observing whether they occur, and providing feedback to help employees
meet expectations.
3. In the course of providing feedback, managers and employees may identify performance
problems and establish ways to resolve those problems.
II. The Process of Performance Management
1. Although many employees dread the annual “performance appraisal” meeting at which a
boss picks apart the employee’s behaviors from the past year, performance management
can potentially deliver many benefits.
2. Effective performance management can tell top performers that they are valued,
encourage communication between managers and their employees, establish consistent
standards for evaluating employees, and help the organization identify its strongest and
weakest employees.
3. Figure 10.1, Steps of the Performance Management Process, identifies the stages of
the performance management process. These include:
a. Identify what the company is trying to accomplish.
b. Develop employee goals and actions to achieve these outcomes.
c. Provide training, necessary resources and tools, and ongoing feedback.
d. Evaluate performance.
e. Identify what the employee can do to capitalize on performance strengths and
address weaknesses.
f. Provide consequences for achieving or failing to achieve performance outcomes.
III. Purposes of Performance Management
1. Organizations establish performance management systems to meet three broad
purposes. These purposes include:
a. Strategic purposes – helps the organization achieve its business objectives
b. Administrative purposes – the ways in which the organization uses the system to
provide information for day-to-day decisions about salary, benefits, and recognition
programs

whole or part.
c. Developmental purposes – serves as a basis for developing employees’ knowledge
and skills
2. Effective performance feedback make employees aware of their strengths and
weaknesses and of the areas in which they can improve.
HR Oops!
“Where Have I Heard That Before?”
A survey by VitalSmarts, an HR consulting firm, found that four out of 10 employees hear the
same areas for improvement year after year. For most employees the previous performance
appraisal did not help with improvement of performance. 87% of employees said that the
performance management process did not include any plans for improving their performance. In
most cases it is up to the employee to want to improve and those who do generally take on the
responsibility of working toward improvement. One manager, Dharam Singh, works work with
employees to set goals for problem areas and to make a plan to achieve the goals.
Discussion Questions with Possible Responses
1. If employees’ poor performance is unchanged year after year, what does this say about how
effectively performance management is serving its strategic and developmental purposes? How
would the administrative purpose of performance management apply in this situation?
If performance isn’t changing and improving then an organization is losing the competitive
advantage of having the best and most talented employees helping to achieve the
organizational goals. Singh is using the administrative purpose by helping to set goals and
working on a regular basis to see if the plan is working to achieve the goals. The old system of
employees not improving is not the following the administrative purpose.
2. Which purpose(s) of performance management is Singh fulfilling, according to the description
given? Explain your choice.
Singh is following both purposes. First, the administrative purpose by helping employees make
plans and then connecting the goals of the plan to the overall organization. Second, he is using
the developmental process by having the employees make the plans and then checking to see
how the employees are doing toward achieving the goals.
IV. Criteria for Effective Performance Management
1. For performance management to achieve its goals, its methods for measuring
performance must be good enough. There are several ways to measure the
performance of an employee. Selecting these measures is a critical part of planning a
performance management system.
2.. A performance management system should aim at achieving employee behavior and
attitudes that support the organization’s strategy, goals, and culture.
3. In the case of performance appraisal, validity refers to whether the appraisal measures all
the relevant aspects of performance and omits irrelevant aspects of performance.

whole or part.
4. Figure 10.2, Contamination and Deficiency of a Job Performance Measure, shows two
sets of information that can be found in a job performance appraisal. Contamination refers
to information that is gathered but irrelevant. Deficiency refers to information that is not
gathered but is relevant.
5. With regards to a performance measure, reliability describes the consistency of the results
that the performance measure will deliver. Interrater reliability is consistency of results
when more than one person measures performance. Test-retest reliability refers to
consistency of results over time.
6. Whether or not a measure is valid and reliable, it must meet the practical standard of
being acceptable to the people who use it.
7. A performance measure should specifically tell employees what is expected of them
and how they can meet those expectations.
V. Methods for Measuring Performance
1. Organizations have developed a wide variety of methods for measuring performance.
2. Table 10.1 compares these methods in terms of criteria for effective performance
management.
Best Practices
A Goal-Oriented System of Performance Management
Medtronic, a large medical device company, had a performance management system that worked
administratively but did not help motivate employees or help with their development. Caroline
Stockdale, Chief Talent Officer, implemented a new program called “performance acceleration”
which had managers meet with employees four times a year to talk about goals and what
employees should start doing, stop doing, and continue doing. They still did an annual review to fill
administrative requirements. The results of the new program helped employees to achieve more
goals and receive feedback on a more regular basis.
1. Evaluate how well Medtronic’s performance acceleration system, as it is described here,
meets the standards for validity and reliability.
The new system is more reliable because conversations happen over a 12 week period
instead of 12 month period. There is more consistency in observing and giving feedback
and less chance for performance appraisal errors. It is also more valid since the goals are
specific and the manager and employee both understand the goals and then the
performance feedback is on the measurement of the goals.
2. How does it rate in terms of being acceptable and delivery specific feedback?
The employees and managers now see the system as being an effective tool for
continuous improvement. Feedback on a more regular basis helps employees to
continue and to start doing something that will better help achieve the goals.

whole or part.
A. Making Comparisons
1. The performance appraisal method may require the rater to compare one individual’s
performance with that of others. The usual techniques for making comparisons are:
simple ranking, forced distribution, and paired comparison.
2. Simple ranking requires managers to rank employees in their group from the highest
performer to the poorest performer. Alternation ranking is a variation of this
approach. With alternation ranking, the manager works from a list of employees. The
major downside to ranking involves validity. Ranking also raises questions about
fairness.
3. Another way to compare employees’ performance is with the forced-distribution
method. This type of performance measurement assigns a certain percentage of
employees to each category in a set of categories. A forced-distribution approach
works best if the members of a group really do vary in terms of their performance. It
overcomes the temptation to rate everyone high in order to avoid conflict.
4. Another variation on rankings is the paired comparison method. This approach
involves comparing each employee with each other employee to establish rankings.
This method is time consuming especially if there are several employees. For
instance, for a group of 15, the manager must make 105 comparisons.
5. Ranking employees offers some benefits such as: (1) counteracts the tendency to
avoid controversy by rating everyone favorably or near the center of the scale, (2) can
erase the tendency of evaluating too strictly or too leniently from performance scores,
and (3) some ranking systems are easy to use.
6. Drawbacks of ranking systems include: (1) often are not linked to organizational
goals, and (2) a simple ranking system leaves the basis for the ranking open to
interpretation.
B. Rating Individuals
1. Performance can look at each employee’s performance relative to a uniform set of
standards.
3. The measurement may evaluate employees in terms of attributes – characteristics
believed desirable- or the measurements might identify whether employees have
behaved in desirable ways. For both approaches, the performance management system
must identify the desired attributes or behaviors, then provide a form on which the
manager can rate the employee in terms of those attributes or behaviors. Typically, the
form includes a rating scale.
Did You Know
Popular Performance Measures

whole or part.
In a survey done by Business & Legal Resources, most companies measure the quality of work
on performance appraisal. Slightly more than half the respondents said they measure goal
achievement and less than half said they measure individuals’ attributes.
Discussion Question with Possible Answer
Of the five measurements shown, which would you describe at attributes, and which would you
describe as traits? Why?
Answers will vary.
C. Rating Attributes: The most widely used method for rating attributes is the graphic
rating scale. This method lists traits and provides a rating scale for each trait. Figure
10.3, Example of a Graphic Rating Scale, shows an example of a graphic rating scale
that uses a set of ratings from 1 to 5.
1. A drawback to the graphic rating scale approach is that it leaves to the manager the
decisions about what is “excellent knowledge” or “commendable judgment” or “poor
interpersonal skills.” The result is low reliability because one manager is likely to
arrive at different judgments than another manager.
2. To get around such problems, some organizations use mixed-standard scales,
which use several statements describing each trait to produce a final score for that
trait. Figure 10.4, Example of a Mixed-Standard Scale, provides an example of this
type of instrument.
3. Rating attributes is the most popular way to measure performance in organizations.
In general, attribute-based performance methods are easy to develop and can be
applied to a wide variety of jobs and organizations. If the organization is careful to
identify which attributes are associated with high performance and to define them
carefully on the appraisal form, these methods can be reliable and valid. However,
appraisal forms often fail to meet this standard.
D. Rating Behaviors: One way to overcome the drawbacks of rating attributes is to
measure employees’ behavior. To rate behaviors, the organization begins by defining
what behaviors are associated with success on the job.
1. One way to rate behaviors is with the critical-incident method. This approach
requires managers to keep a record of specific examples of the employee acting in
ways that are either effective or ineffective.
2. Advantages of this method include: (1) evaluating performance in this specific way
gives employees feedback about what they do well and what they do poorly, and (2)
the manager can relate the incidents to how the employee is helping the company
achieve its goals. Disadvantages include: (1) keeping a daily or weekly log of critical
incidents requires significant effort and managers may resist this requirement, and (2)
critical incidents may be unique so they may not support comparisons among
employees.
3. A behaviorally anchored rating scale (BARS) builds on the critical-incidents
approach. The BARS method is intended to define performance dimensions

whole or part.
specifically, using statements of behavior that describe different levels of
performance. The statements are anchors of the performance levels.
4. Figure 10.5, Task-BARS Rating Dimension: Patrol Officer, shows various
performance levels for the behavior of “preparing for duty.”
5. Although BARS can improve interrater reliability, this method can bias the manager’s
memory.
6. A behavioral observation scale (BOS) is a variation of a BARS. It is developed
from critical incidents. A BOS uses many examples to define all behaviors necessary
for effective performance. Also a BOS asks the manager to rate the frequency with
which the employee has exhibited the behavior during the rating period.
7. Figure 10.6, Example of a Behavioral Observation Scale, provides a simplified
example of a BOS for measuring the behavior “overcoming resistance to change.”
8. A major drawback of this method is the amount of information required. Even so,
compared to BARS and graphic rating scales, managers and employees have said
they prefer BOS for ease of use, providing feedback, maintaining objectivity, and
suggesting training needs.
9. Another approach to assessment builds directly on a branch of psychology called
behaviorism, which holds that individuals’ future behavior is determined by their past
experiences, specifically, the ways in which past behaviors have been reinforced.
10.Applied to behavior in organizations, organizational behavior modification (OBM)
is a plan for managing the behavior of employees through a formal system of
feedback and reinforcement. Specific OBM techniques vary, but most have four
components:
a. Define a set of key behaviors necessary for job performance
b. Use a measurement system to assess whether the employee exhibits the key
behaviors
c. Inform employees of the key behaviors
c. Provide feedback and reinforcement based on employees’ behavior
11.OBM techniques have been used in a variety of settings.
12.Behavioral approaches such as organizational behavior modification and rating scales
can be very effective. Thee methods can link the company’s goals to the specific
behavior required to achieve those goals. Behavioral methods also can generate
specific feedback along with guidance in areas requiring improvements. As a result
these methods tend to be valid. When raters are well trained, reliability also tends to
be high. However, behavioral methods do not work well for complex jobs where it is
difficult to see a link between behavior and results or where there is more than one
good way to achieve success.

whole or part.
E. Measuring Results
1. Performance measurement can focus on managing the objective, measurable results
of a job or work group. Two of the most popular methods for measuring results are
measurement of productivity and management by objectives.
2. Productivity is an important measure of success because getting more done with a
smaller amount of resources increases the company’s profits. This type of
performance measurement can be time-consuming to set up, but research suggests it
can improve productivity.
3. Management by objectives is a system in which people at each level of the
organization set goals in a process that flows from top to bottom so that employees at
all levels are contributing to the organization’s overall goals. These goals become the
standards for evaluating each employee’s performance. An MBO system has three
components:
a. Goals are specific, difficult, and objective
b. Managers and their employees work together to set the goals
c. The manager gives objective feedback through the rating period to monitor
progress toward the goals
4. Table 10.2 provides an example of Management By Objectives for a banking
institution.
5. MBO can have a very positive effect on an organization’s performance. In general,
evaluation of results can be less subjective than other kinds of performance
measurement.
D. Total Quality Management
1. The principles of total quality management provide methods for performance
measurement and management. Total quality management (TQM) differs from
traditional performance measurement in that it assesses both individual performance
and the system within which the individual works. The focus on continuously
improving customer satisfaction is intended to avoid the pitfall of rating individuals on
outcomes over which they do not have complete control.
2. With TQM, performance measurement essentially combines measurements of
attributes and results. The feedback in TQM is of two kinds: (1) subjective feedback
from managers, peers, and customers about the employee’s personal qualities such
as cooperation and initiative and (2) objective feedback based on the work process.
3. Objective feedback comes from a variety of methods called statistical quality control.
These methods use charts to detail causes of problems, measures of performance, or
relationships between work-related variables.
4. Because of the focus on systems, this feedback may result in changes to a work
process rather than assuming that a performance problem is the fault of an employee.

whole or part.
The systems focus has practical benefits, but it does not serve as well to support
decisions about work assignments, training, or compensation.
VI. Sources of Performance Information
1. All methods of performance measurement require decisions about who will collect and
analyze the performance information. The traditional approach is for managers to
gather information about their employees’ performance and arrive at performance
ratings. However, many sources are possible.
2. Using one person as a source of information poses certain problems such as: (1) bias
and (2) only see the employee in a limited number of situations.
3. To get as complete an assessment as possible, some organizations combine
information from most or all of the possible sources. This is called a 360-degree
performance appraisal.
A. Managers
1. The most used source of performance information is the employee’s manager.
2. Advantages of using managers as the source of information include: (1) they
possess the basic qualifications for this responsibility, (2) their own success
depends so much on their employees’ performance, and (3) their feedback can
improve performance and employees tend to perceive the appraisal as accurate.
3. Disadvantages of using managers as the source of information include: (1) they do
not have the opportunity to observe the employees performing job duties and (2)
they cannot observe how employees perform at all times.
B. Peers
1. Peers are an excellent source of information about performance in a job where the
supervisor does not often observe the employee. Peers have expert knowledge of
job requirements. They also bring a different perspective to the evaluation and can
provide extremely valid assessments of performance.
2. Disadvantages of peer evaluations include: (1) friendships causing bias and (2)
uncomfortable with rating employees in decisions that may affect themselves.
C. Subordinates
1. For evaluating the performance of managers, subordinates are an especially
valuable source of information. Subordinates – the people reporting to the
manager- often have the best chance to see how well a manager treats employees.
2. Potential problems with subordinate evaluations include: (1) problems because of
the power relationships and (2) managers tend to emphasize employee satisfaction
even at the expense of productivity.

whole or part.
3. Subordinate evaluations are most appropriate for developmental purposes.
d. To protect employees, the process should be anonymous and use at least three
employees to rate each manager.
HRM Social
Crowdsourcing: Performance Reviews
The collaborative tools of social media can allow individuals to work together by contributing
small pieces to a bigger project. Especially when this is done on a large scale, it is known as
crowdsourcing. An employer might conduct a research project quickly by inviting many people
to complete small portions of it simultaneously. Or a travel website might invite travelers to post
reviews of hotels and airlines to create an online travel guide. With regard to performance
management, crowdsourcing can apply to gathering and using data from all of an employee’s
coworkers or all of a manager’s employees to develop an appraisal. Some companies open up
comments from everyone in the company so the employee can get feedback from anyone.
There are some drawbacks to crowdsourcing: employees may not be motivated to provide
careful feedback, there could be some legal issues regarding discrimination or favoritism.
Courts want to see objective, not subjective appraisals.
1. Suppose you work for a company that is crowdsourcing its appraisals. Would you
consider the feedback fairer if your supervisor’s feedback were combined with the
crowdsourced feedback or if it were presented separately? Why?
Answers will vary/
2. Do you think the advantaged of crowdsourcing apprisalls outweigh the disadvantages?
Why or Why not?
Answers will vary.
D. Self
1. Self-rating are rarely used alone, but they can contribute valuable information.
2. The obvious problem with self-ratings is that individuals have a tendency to inflate
assessments of their performance. Supervisors can soften this tendency by
providing frequent feedback.
3. Self-appraisals are not appropriate as the basis for administrative decisions.
E. Customers
1. The customer may be the best source of performance information.
2. Using customer evaluations of employee performance is appropriate in two
situations: (1) when an employee’s job requires direct service to the customer and
(2) when the organization is interested in gathering information to determine what
products and services the customer wants.

whole or part.
3. The weakness of customer surveys for performance measurement is their expense.
VII. Errors in Performance Measurement
1. Fairness in rating performance and interpreting performance appraisals requires that
managers understand the kinds of distortion that commonly occur.
A. Types of Rating Errors
1. Several kinds of errors and biases commonly influence performance measurements.
2. Similar to Me: A common human tendency is to give a higher evaluation to people
we consider similar to ourselves. This is called the similar-to-me error. One
unfortunate result of this type of error is possible discrimination.
3. Contrast: Sometimes, instead of comparing an individual’s performance against an
objective standard, the rater compares that individual with other employees.
4. Errors in Distribution: Raters often tend to use only one part of a rating scale.
When a rater inaccurately assigns high ratings to all employees, the resulting error
is called leniency. When the rater incorrectly gives low ratings to all employees,
this error is called strictness. Rating all employees in the middle of the scale is
called central tendency.
5. Theses errors pose two problems: (1) they make it difficult to distinguish among
employees rated by the same person and (2) create problems in comparing the
performance of individuals rated by different raters.
6. Halo and Horns: Another common problem is that raters often fail to distinguish
among different aspects of performance. When the rater reacts to one positive
performance aspect by rating the employee positively in all areas of performance,
the bias is called the halo error. When the rater responds to one negative aspect
by rating an employee low in other aspects, the bias is called the horns error.
7. When raters make halo and horns errors, the performance measurement cannot
provide the specific information needed for useful feedback.
B. Ways to Reduce Errors
1. Providing training for raters can reduce rating errors.
C. Political Behavior in Performance Appraisals
1. Sometimes the people rating performance distort an evaluation on purpose, to
advance their personal goals. This kind of appraisal politics is unhealthy because
the resulting feedback does not focus on helping employees contribute to the
organization’s goals.

whole or part.
2. Several characteristics of appraisal systems and company culture tend to
encourage appraisal politics. Appraisal politics are most likely to occur: (1) when
raters are accountable to the employee being rated, (2) the goals of rating are not
compatible with one another, (3) the performance appraisal is directly linked to
highly desirable rewards, (4) when top executives tolerate or ignore distorted
ratings, and (5) senior employees tell newcomers company folklore that includes
stories about distorted ratings.
3. Political behavior occurs in every organization. However, organizations can
minimize appraisal politics by establishing an appraisal system that is fair. Some
ways to promote fairness include: (1) hold a calibration meeting, in which
managers discuss employee performance ratings and provide evidence supporting
their ratings, (2) use consistent standards for evaluating different employees, (3)
train managers on how to use the appraisal process, encouraging them to recognize
accomplishments that the employees themselves have not identified (4) foster a
climate of openness in which employees feel they can be honest about their
weaknesses.
VIII. Giving Performance Feedback
1. Once the manager and others have measured an employee’s performance, that
information must be given to the employee.
A. Scheduling Performance Feedback
1. Performance feedback should be a regular, expected management activity. Providing
feedback more than once a year is most beneficial to the employee and the
organization.
2. Employees are motivated and directed by regular feedback; they want to know if
they are on the right track.
B. Preparing for a Feedback Session
1. Managers should be well prepared for each formal feedback session and should
create the right context for the meeting. The location should be neutral.
2. Managers should also enable the employee to be well prepared and should ask the
employee to complete a self-assessment ahead of time.
C. Conducting the Feedback Session
1. During the feedback session, managers can take any of three approaches:
a. Tell and sell approach: managers tell the employees their ratings and then
justify those ratings.
b. Tell and listen approach: managers tell the employees their ratings and then let
the employees explain their side of the story.

whole or part.
c. Problem-solving approach: managers and employees work together to solve
performance problems in an atmosphere of respect and encouragement.
3. The problem-solving approach is superior. Managers can improve employee
satisfaction with the feedback process by letting employees voice their opinions and
discuss performance goals.
HR How To
Discussion Employee Performance
Employees and managers often dread feedback sessions, because they expect some level of
criticism, and criticism feels uncomfortable. However, there are ways to structure
communication about employee performance so that it feels more constructive. This vignette
offers some ideas for talking about employee performance in a way that comes across as clear,
honest, and fair. They include: using specific and concrete examples; listening as well as
talking; being honest; treating employees with respect, be positive, and prepare for success.
Discussion Questions with Possible Response
1. Why would a feedback session be more effective if a manager followed these
guidelines?
By following these guidelines, effective communication should occur between the
manager and the employee. The employees should leave with a positive impression of
what they are doing right and where they need to improve and should feel like a valued
employee.
2. If you were conducting a feedback session with any employee who reports to you,
which of these guidelines would require you to prepare ahead of time? Which skills do
you already have?
Answers will vary.
IX. Finding Solutions to Performance Problems
1. When performance evaluation indicates that an employee’s performance is below
standards, the feedback process should launch an effort to correct the problem.
2. The final stage of performance management involves identifying areas for improvement
and ways to improve performance in those areas.
3. Figure 10.7 shows that the most effective ways to improve performance varies
according to the employee’s ability and motivation.

whole or part.
4. To determine an employee’s ability level, the manager should consider whether the
employee has the knowledge, skills, and abilities needed to perform the job effectively.
5. To determine an employee’s level of motivation, managers need to consider whether
the employee is holding a job he or she wants.
X. Legal and Ethical Issues in Performance Management
1. In developing and using performance management systems, human resource
professionals need to ensure that these systems meet legal requirements such as the
avoidance of discrimination.
A. Legal Requirements for Performance Management
1. Because performance measures play a central role in decisions about pay,
promotion, and discipline, employment-related lawsuits often challenge an
organization’s performance management systems. Lawsuits related to performance
management usually involve charges of discrimination or unjust dismissal.
2. The Supreme Court has held that the selection guidelines in the federal
government’s Uniform Guidelines on Employee Selection Procedures also apply to
performance measurement.
3. To protect against both kinds of lawsuits, it is important to have a legally defensible
performance management system. Such a system would be based on valid job
analyses with the requirements for job success clearly communicated to employees.
4. Performance measurement should evaluate behaviors or results, rather than traits.
The organization should use multiple, well-trained raters and provide for a review of
all performance ratings by upper-level managers, as well as setting up a system for
employee appeals. The system should include a process for coaching or training
employees to help them improve rather than simply dismissing poor performers.
B. Electronic Monitoring and Employee Privacy
1. Computer technology now supports many performance management systems.
Organizations often store records of employees’ performance ratings, disciplinary
actions, and work-rule violations in electronic databases. Many companies use
computers to monitor productivity and other performance measures electronically.
2. A company called E22 Alloy has developed a service that collects data about
employees’ activities on their computers, smart phones, and other devices and
stores the data in the “cloud.”
3. Although electronic monitoring can improve productivity, it also generates privacy
concerns. Electronic systems should not be a substitute for careful management.

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May be boiled and served up in the above manner.
PICKLED ROCK-FISH.
Have ready a large rock-fish. Put on your fish-kettle with a
sufficiency of water to cover the fish amply; spring or pump water is
best. As soon as the water boils, throw in a tea-cup full of salt, and
put in the fish. Boil it gently for about half an hour, skimming it well.
Then take it out, and drain it, laying it slantingly. Reserve a part of
the water in which the fish has been boiled, and season it to your
taste with whole cloves, pepper, and mace. Boil it up to extract the
strength from the spice, and after it has boiled add to it an equal
quantity of the best vinegar. You must have enough of this liquid to
cover the fish again. When the fish is quite cold, cut off the head
and tail, and cut the body into large pieces, extracting the back-
bone. Put it into a stone jar, and when the spiced liquor is cold, pour
it on the fish, cover the jar closely, and set it in a cool place. It will
be fit for use in a day or two, and if well secured from the air, and
put into a cold place will keep a fortnight.
FRIED PERCH.
Having cleaned the fish and dried them with a cloth, lay them, side
by side, on a board or large dish; sprinkle them with salt, and
dredge them with flour. After a while turn them, and salt and dredge
the other side. Put some lard or fresh beef-dripping into a frying-
pan, and hold it over the fire. When the lard boils, put in the fish and
fry them of a yellowish brown. Send to table with them in a boat,
melted butter flavoured with soy or catchup.
Flounders or other small fish may be fried in the same manner. Also
tutaug or porgies.
You may know when the lard or dripping is hot enough, by dipping
in the tail of one of the fish. If it becomes crisp immediately, the lard

is in a proper state for frying. Or you may try it with a piece of stale
bread, which will become brown directly, if the lard is in order.
There should always be enough of lard to cover the fish entirely.
After they have fried five minutes on one side, turn them and fry
them five minutes on the other. Skim the lard or dripping always
before you put in the fish.
TO FRY TROUT.
Having cleaned the fish, and cut off the fins, dredge them with flour.
Have ready some beaten yolk of egg, and in a separate dish some
grated bread crumbs. Dip each fish into the egg, and then strew
them with bread crumbs. Put some butter or fresh beef-dripping into
a frying-pan, and hold it over the fire till it is boiling hot; then,
(having skimmed it,) put in the fish and fry them.
Prepare some melted butter with a spoonful of mushroom-catchup
and a spoonful of lemon-pickle stirred into it. Send it to table in a
sauce-boat to eat with the fish.
You may fry carp and flounders in the same manner.
TO BOIL TROUT.
Put a handful of salt into the water. When it boils put in the trout.
Boil them fast about twenty minutes, according to their size.
For sauce, send with them melted butter, and put some soy into it;
or flavour it with catchup.
FRIED SEA BASS.
Score the fish on the back with a knife, and season them with salt
and cayenne pepper. Cut some small onions in round slices, and
chop fine a bunch of parsley. Put some butter into a frying-pan over

the fire, and when it is boiling hot lay in the fish. When they are
about half done put the onions and parsley into the pan. Keep
turning the fish that the onions and parsley may adhere to both
sides. When quite done, put them into the dish in which they are to
go to table, and garnish the edge of the dish with hard boiled eggs
cut in round slices.
Make in the pan in which they have been fried, a gravy, by adding
some butter rolled in flour, and a small quantity of vinegar. Pour it
into the dish with the fish.
STURGEON CUTLETS OR STEAKS.
This is the most approved way of dressing sturgeon. Carefully take
off the skin, as its oiliness will give the fish a strong and
disagreeable taste when cooked. Cut from the tail-piece slices about
half an inch thick, rub them with salt, and broil them over a clear fire
of bright coals. Butter them, sprinkle them with cayenne pepper, and
send them to table hot, garnished with sliced lemon, as lemon-juice
is generally squeezed over them when eaten.
Another way is to make a seasoning of bread crumbs, sweet herbs,
pepper and salt. First dip the slices of sturgeon in beaten yolk of
egg, then cover them with seasoning, wrap them up closely in
sheets of white paper well buttered, broil them over a clear fire, and
send them to table either with or without the papers.
STEWED CARP.
Having cut off the head, tail, and fins, season the carp with salt,
pepper, and powdered mace, both inside and out. Rub the seasoning
on very well, and let them lay in it an hour. Then put them into a
stew-pan with a little parsley shred fine, a whole onion, a little sweet
marjoram, a tea-cup of thick cream or very rich milk, and a lump of
butter rolled in flour. Pour in sufficient water to cover the carp, and
let it stew half an hour. Some port wine will improve it.

Perch may be done in the same way.
You may dress a piece of sturgeon in this manner, but you must first
boil it for twenty minutes to extract the oil. Take off the skin before
you proceed to stew the fish.
CHOWDER.
Take half a pound of salt pork, and having half boiled it, cut it into
slips, and with some of them cover the bottom of a pot. Then strew
on some sliced onion. Have ready a large fresh cod, or an equal
quantity of haddock, tutaug, or any other firm fish. Cut the fish into
large pieces, and lay part of it on the pork and onions. Season it
with pepper. Then cover it with a layer of biscuit, or crackers that
have been previously soaked in milk or water. You may add also a
layer of sliced potatoes.
Next proceed with a second layer of pork, onions, fish, &c. and
continue as before till the pot is nearly full; finishing with soaked
crackers. Pour in about a pint and a half of cold water. Cover it close,
set it on hot coals, and let it simmer about an hour. Then skim it,
and turn it out into a deep dish. Leave the gravy in the pot till you
have thickened it with a bit of butter rolled in flour, and some
chopped parsley. Then give it one boil up, and pour it hot into the
dish.
Chowder may be made of clams, first cutting off the hard part.
TO KEEP FRESH SHAD.
Having cleaned the fish, split it down the back, and lay it (with the
skin side downward) upon a large dish. Mix together a large table-
spoonful of brown sugar, a small tea-spoonful of salt, and a tea-
spoonful of cayenne pepper. Cover the shad with this mixture,
spread on evenly, and let it rest in it till next day, (unless you want it
the same evening,) keeping it in a cold place.

Immediately before cooking, wipe the seasoning entirely off, and dry
the shad in a clean cloth. Then broil it in the usual manner.
This way of keeping shad a day or two is much better than to salt or
corn it. Prepared as above it will look and taste as if perfectly fresh.
Any other fish may be kept in this manner.

SHELL FISH.
PICKLED OYSTERS.
Take a hundred and fifty fine large oysters, and pick off carefully the
bits of shell that may be sticking to them. Lay the oysters in a deep
dish, and then strain the liquor over them. Put them into an iron
skillet that is lined with porcelain, and add salt to your taste. Without
salt they will not be firm enough. Set the skillet on hot coals, and
allow the oysters to simmer till they are heated all through, but not
till they boil. Then take out the oysters and put them into a stone
jar, leaving the liquor in the skillet. Add to it a pint of clear cider
vinegar, a large tea-spoonful of blades of mace, three dozen whole
cloves, and three dozen whole pepper corns. Let it come to a boil,
and when the oysters are quite cold in the jar, pour the liquor on
them.
They are fit for use immediately, but are better the next day. In cold
weather they will keep a week.
If you intend sending them a considerable distance you must allow
the oysters to boil, and double the proportions of the pickle and
spice.
FRIED OYSTERS.
Get the largest and finest oysters. After they are taken from the shell
wipe each of them quite dry with a cloth. Then beat up in a pan yolk
of egg and milk, (in the proportion of two yolks to half a jill or a
wine glass of milk,) and have some stale bread grated very fine in a
large flat dish. Cut up at least half a pound of fresh butter in the
frying-pan, and hold it over the fire till it is boiling hot. Dip the

oysters all over lightly in the mixture of egg and milk, and then roll
them up and down in the grated bread, making as many crumbs
stick to them as you can.
Put them into the frying-pan of hot butter, and keep it over a hot
fire. Fry them brown, turning them that they may be equally
browned on both sides. If properly done they will be crisp, and not
greasy.
Serve them dry in a hot dish, and do not pour over them the butter
that may be left in the pan when they are fried.
Instead of grated bread you may use crackers finely powdered.
SCOLLOPED OYSTERS.
Having grated a sufficiency of stale bread, butter a deep dish, and
line the sides and bottom thickly with bread crumbs. Then put in a
layer of seasoned oysters, with a few very small bits of butter on
them. Cover them thickly with crumbs, and put in another layer of
oysters and butter, till the dish is filled up, having a thick layer of
crumbs on the top. Put the dish into an oven, and bake them a very
short time, or they will shrivel. Serve them up hot.
You may bake them in large clam shells, or in the tin scollop shells
made for the purpose. Butter the bottom of each shell; sprinkle it
with bread crumbs; lay on the oysters seasoned with cayenne and
nutmeg, and put a morsel of butter on each. Fill up the shells with a
little of the oyster liquor thickened with bread crumbs, and set them
on a gridiron over coals, browning them afterwards with a red-hot
shovel. Oysters are very nice taken whole out of the shells, and
broiled.
STEWED OYSTERS.
Put the oysters into a sieve, and set it on a pan to drain the liquor
from them. Then cut off the hard part, and put the oysters into a

stew-pan with some whole pepper, a few blades of mace, and some
grated nutmeg. Add a small piece of butter rolled in flour. Then pour
over them about half of the liquor, or a little more. Set the pan on
hot coals, and simmer them gently about five minutes. Try one, and
if it tastes raw cook them a little longer. Make some thin slices of
toast, having cut off all the crust. Butter the toast and lay it in the
bottom of a deep dish. Put the oysters upon it with the liquor in
which they were stewed.
The liquor of oysters should never be thickened by stirring in flour. It
spoils the taste, and gives them a sodden and disagreeable
appearance, and is no longer practised by good cooks. A little cream
is a fine improvement to stewed oysters.
OYSTER FRITTERS.
Have ready some of the finest and largest oysters; drain them from
the liquor and wipe them dry.
Beat six eggs very light, and stir into them gradually six table-
spoonfuls of fine sifted flour. Add by degrees a pint and a half of rich
milk and some grated nutmeg, and beat it to a smooth batter.
Make your frying-pan very hot, and put into it a piece of butter or
lard. When it has melted and begins to froth, put in a small ladle-full
of the batter, drop an oyster in the middle of it, and fry it of a light
brown. Send them to table hot.
If you find your batter too thin, so that it spreads too much in the
frying-pan, add a little more flour beaten well into it. If it is too thick,
thin it with some additional milk.
OYSTER PIE.
Make a puff-paste, in the proportion of a pound and a half of fresh
butter to two pounds of sifted flour. Roll it out rather thick, into two
sheets. Butter a deep dish, and line the bottom and sides of it with

paste. Fill it up with crusts of bread for the purpose of supporting
the lid while it is baking, as the oysters will be too much done if they
are cooked in the pie. Cover it with the other sheet of paste, having
first buttered the flat rim of the dish. Notch the edges of the pie
handsomely, or ornament them with leaves of paste which you may
form with tin cutters made for the purpose. Make a little slit in the
middle of the lid, and stick firmly into it a paste tulip or other flower.
Put the dish into a moderate oven, and while the paste is baking
prepare the oysters, which should be large and fresh. Put them into
a stew-pan with half their liquor thickened with yolk of egg boiled
hard and grated, enriched with pieces of butter rolled in bread
crumbs, and seasoned with mace and nutmeg. Stew the oysters five
minutes. When the paste is baked, carefully take off the lid, remove
the pieces of bread, and put in the oysters and gravy. Replace the
lid, and send the pie to table warm.
TO BOIL A LOBSTER.
Put a handful of salt into a large kettle or pot of boiling water. When
the water boils very hard put in the lobster, having first brushed it,
and tied the claws together with a bit of twine. Keep it boiling from
half an hour to an hour in proportion to its size. If boiled too long
the meat will be hard and stringy. When it is done, take it out, lay it
on its claws to drain, and then wipe it dry. Send it to table cold, with
the body and tail split open, and the claws taken off. Lay the large
claws next to the body, and the small ones outside. Garnish with
double parsley.
It is scarcely necessary to mention that the head of a lobster, and
what are called the lady-fingers are not to be eaten.
TO DRESS LOBSTER COLD
Put a table-spoonful of cold water on a clean plate, and with the
back of a wooden spoon mash into it the coral or scarlet meat of the

lobster, adding a salt-spoonful of salt, and about the same quantity
of cayenne. On another part of the plate mix well together with the
back of the spoon two table-spoonfuls of sweet oil, and a tea-
spoonful of made mustard. Then mix the whole till they are well
incorporated and perfectly smooth, adding, at the last, one table-
spoonful of vinegar, and two more of oil.
This quantity of seasoning is for a small lobster. For a large one,
more of course will be required. Many persons add a tea-spoonful of
powdered white sugar, thinking that it gives a mellowness to the
whole.
The meat of the body and claws of the lobster must be carefully
extracted from the shell and minced very small. When the dressing
is smoothly and thoroughly amalgamated mix the meat with it, and
let it be handed round to the company.
The vinegar from a jar of Indian pickle is by some preferred for
lobster dressing.
You may dress the lobster immediately before you send it to table.
When the dressing and meat are mixed together, pile it in a deep
dish, and smooth it with the back of a spoon. Stick a bunch of the
small claws in the top, and garnish with curled parsley.
Very large lobsters are not the best, the meat being coarse and
tough.
STEWED LOBSTER.
Having boiled the lobster, extract the meat from the shell, and cut it
into very small pieces. Season it with a powdered nutmeg, a few
blades of mace, and cayenne and salt to your taste. Mix with it a
quarter of a pound of fresh butter cut small, and two glasses of
white wine or of vinegar. Put it into a stew-pan, and set it on hot
coals. Stew it about twenty minutes, keeping the pan closely covered
lest the flavour should evaporate. Serve it up hot.

If you choose, you can send it to table in the shell, which must first
be nicely cleaned. Strew the meat over with sifted bread-crumbs,
and brown the top with a salamander, or a red hot shovel held over
it.
FRICASSEED LOBSTER.
Put the lobster into boiling salt and water, and let it boil according to
its size from a quarter of an hour to half an hour. The intention is to
have it parboiled only, as it is afterwards to be fricasseed. Extract the
meat from the shell, and cut it into small pieces. Season it with red
pepper, salt, and nutmeg; and put it into a stew-pan with as much
cream as will cover it. Keep the lid close; set the pan on hot coals,
and stew it slowly for about as long a time as it was previously
boiled. Just before you take it from the fire, stir in the beaten yolk of
an egg. Send it to table in a small dish placed on a larger one, and
arrange the small claws nicely round it on the large dish.
POTTED LOBSTER.
Parboil the lobster in boiling water well salted. Then pick out all the
meat from the body and claws, and beat it in a mortar with nutmeg,
mace, cayenne, and salt, to your taste. Beat the coral separately.
Then put the pounded meat into a large potting can of block tin with
a cover. Press it down hard, having arranged it in alternate layers of
white meat and coral to give it a marbled or variegated appearance.
Cover it with fresh butter, and put it into a slow oven for half an
hour. When cold, take off the butter and clarify it, by putting it into a
jar, which must be set in a pan of boiling water. Watch it well, and
when it melts, carefully skim off the buttermilk which will rise to the
top. When no more scum rises, take it off and let it stand for a few
minutes to settle, and then strain it through a sieve.
Put the lobster into small potting-cans, pressing it down very hard.
Pour the clarified butter over it, and secure the covers tightly.

Potted lobster is used to lay between thin slices of bread as
sandwiches. The clarified butter that accompanies it is excellent for
fish sauce.
Prawns and crabs may be potted in a similar manner.
LOBSTER PIE.
Put two middle-sized lobsters into boiling salt and water. When they
are half boiled, take the meat from the shell, cut it into very small
pieces, and put it into a pie dish. Break up the shells, and stew them
in a very little water with half a dozen blades of mace and a grated
nutmeg. Then strain off the liquid. Beat the coral in a mortar, and
thicken the liquid with it. Pour this into the dish of lobster to make
the gravy. Season it with cayenne, salt, and mushroom catchup, and
add bits of butter. Cover it with a lid of paste, made in the proportion
of ten ounces of butter to a pound of flour, notched handsomely, and
ornamented with paste leaves. Do not send it to table till it has
cooled.
TO BOIL PRAWNS.
Throw a handful of salt into a pot of boiling water. When it boils very
hard, put in the prawns. Let them boil a quarter of an hour, and
when you take them out lay them on a sieve to drain, and then wipe
them on a dry cloth, and put them aside till quite cold.
Lay a handful of curled parsley in the middle of a dish. Put one
prawn on the top of it, and lay the others all round, as close as you
can, with the tails outside. Garnish with parsley.
Eat them with salt, cayenne, sweet oil, mustard and vinegar, mixed
together as for lobsters.
CRABS.

Crabs are boiled in the same manner, and in serving up may be
arranged like prawns.
HOT CRABS.
Having boiled the crabs, extract all the meat from the shell, cut it
fine, and season it to your taste with nutmeg, salt, and cayenne
pepper. Add a bit of butter, some grated bread crumbs, and
sufficient vinegar to moisten it. Fill the back-shells of the crab with
the mixture; set it before the fire, and brown it by holding a red-hot
shovel or a salamander a little above it.
Cover a large dish with small slices of dry toast with the crust cut off.
Lay on each slice a shell filled with the crab. The shell of one crab
will contain the meat of two.
COLD CRABS.
Having taken all the meat out of the shells, make a dressing with
sweet oil, salt, cayenne pepper, mustard and vinegar, as for lobster.
You may add to it some hard-boiled yolk of egg, mashed in the oil.
Put the mixture into the back-shells of the crabs, and serve it up.
Garnish with the small claws laid nicely round.
SOFT CRABS.
These crabs must be cooked directly, as they will not keep till next
day.
Remove the spongy substance from each side of the crab, and also
the little sand-bag. Put some lard into a pan, and when it is boiling
hot, fry the crabs in it. After you take them out, throw in a handful
of parsley, and let it crisp; but withdraw it before it loses its colour.
Strew it over the crabs when you dish them.

Make the gravy by adding cream or rich milk to the lard, with some
chopped parsley, pepper and salt. Let them all boil together for a
few minutes, and then serve it up in a sauce-boat.
TERRAPINS.
Have ready a pot of boiling water. When it is boiling very hard put in
the terrapins, and let them remain in it till quite dead. Then take
them out, pull off the outer skin and the toe-nails, wash the
terrapins in warm water and boil them again, allowing a tea-spoonful
of salt to two terrapins. When the flesh becomes quite tender so
that you can pinch it off, take them out off the shell, remove the
sand-bag, and the gall, which you must be careful not to break, as it
will make the terrapin so bitter as to be uneatable. Cut up all the
other parts of the inside with the meat, and season it to your taste
with cayenne pepper, nutmeg, and mace. Put all into a stew-pan
with the juice or liquor that it has given out in cutting up, but not
any water. To every two terrapins allow a quarter of a pound of
butter divided into pieces and rolled in flour, one glass of Madeira,
and the yolks of two eggs. The eggs must be beaten, and not stirred
in till a moment before it goes to table. Keep it closely covered. Stew
it gently till every thing is tender, and serve it up hot in a deep dish.
The entrails are no longer cooked with terrapins.
Terrapins, after being boiled by the cook, may be brought to table
plain, with all the condiments separate, that the company may dress
them according to taste.
For this purpose heaters or chafing-dishes must be provided for each
plate.
PICKLED LOBSTER.
Take half a dozen fine lobsters. Put them into boiling salt and water,
and when they are all done, take them out and extract all the meat
from the shells, leaving that of the claws as whole as possible, and

cutting the flesh of the body into large pieces nearly of the same
size. Season a sufficient quantity of vinegar very highly with whole
pepper-corns, whole cloves, and whole blades of mace. Put the
pieces of lobster into a stew-pan, and pour on just sufficient vinegar
to keep them well covered. Set it over a moderate fire; and when it
has boiled hard about five minutes, take out the lobster, and let the
pickle boil by itself for a quarter of an hour. When the pickle and
lobster are both cold, put them together into a broad flat stone jar.
Cover it closely, and set it away in a cool place.
Eat the pickled lobster with oil, mustard, and vinegar, and have
bread and butter with it.

DIRECTIONS FOR COOKING MEAT.
BEEF.
GENERAL REMARKS.
When beef is good, it will have a fine smooth open grain, and it will
feel tender when squeezed or pinched in your fingers. The lean
should be of a bright carnation red, and the fat white rather than
yellow—the suet should be perfectly white. If the lean looks dark or
purplish, and the fat very yellow, do not buy the meat.
See that the butcher has properly jointed the meat before it goes
home. For good tables, the pieces generally roasted are the sirloin
and the fore and middle ribs. In genteel houses other parts are
seldom served up as roast-beef. In small families the ribs are the
most convenient pieces. A whole sirloin is too large, except for a
numerous company, but it is the piece most esteemed.
The best beef-steaks are those cut from the ribs, or from the inner
part of the sirloin. All other pieces are, for this purpose,
comparatively hard and tough.
The round is generally corned or salted, and boiled. It is also used
for the dish called beef à-la-mode.
The legs make excellent soup; the head and tail are also used for
that purpose.
The tongue when fresh is never cooked except for mince-pies.
Corned or salted it is seldom liked, as in that state it has a faint
sickly taste that few persons can relish. But when pickled and
afterwards smoked (the only good way of preparing a tongue) it is
highly and deservedly esteemed.

The other pieces of the animal are generally salted and boiled. Or
when fresh they may be used for soup or stews, if not too fat.
If the state of the weather will allow you to keep fresh beef two or
three days, rub it with salt, and wrap it in a cloth.
In summer do not attempt to keep it more than twenty-four hours;
and not then unless you can conveniently lay it in ice, or in a spring-
house.
In winter if the beef is brought from market frozen, do not cook it
that day unless you dine very late, as it will be impossible to get it
sufficiently done—meat that has been frozen requiring double the
usual time. To thaw it, lay it in cold water, which is the only way to
extract the frost without injuring the meat. It should remain in the
water three hours or more.
TO ROAST BEEF.
The fire should be prepared at least half an hour before the beef is
put down, and it should be large, steady, clear, and bright, with
plenty of fine hot coals at the bottom.
The best apparatus for the purpose is the well-known roaster
frequently called a tin-kitchen.
Wash the meat in cold water, and then wipe it dry, and rub it with
salt. Take care not to run the spit through the best parts of it. It is
customary with some cooks to tie blank paper over the fat, to
prevent it from melting and wasting too fast.
Put it evenly into the roaster, and do not set it too near the fire, lest
the outside of the meat should be burned before the inside is
heated.
Put some nice beef-dripping or some lard into the pan or bottom of
the roaster, and as soon as it melts begin to baste the beef with it;
taking up the liquid with a long spoon, and pouring it over the meat
so as to let it trickle down again into the pan. Repeat this frequently

while it is roasting; after a while you can baste it with its own fat.
Turn the spit often, so that the meat may be equally done on all
sides.
Once or twice draw back the roaster, and improve the fire by
clearing away the ashes, bringing forward the hot coals, and putting
on fresh fuel at the back. Should a coal fall into the dripping-pan
take it out immediately.
An allowance of about half an hour to each pound of meat is the
time commonly given for roasting; but this rule, like most others,
admits of exceptions according to circumstances. Also, some persons
like their meat very much done; others prefer it rare, as it is called.
In summer, meat will roast in a shorter time than in winter.
When the beef is nearly done, and the steam draws towards the fire,
remove the paper that has covered the fat part, sprinkle on a little
salt, and having basted the meat well with the dripping, pour off
nicely (through the spout of the roaster) all the liquid fat from the
top of the gravy.
Lastly, dredge the meat very lightly with a little flour, and baste it
with fresh butter. This will give it a delicate froth. To the gravy that is
now running from the meat add nothing but a tea-cup of boiling
water. Skim it, and send it to table in a boat. Serve up with the beef
in a small deep plate, scraped horseradish moistened with vinegar.
Fat meat requires more roasting than lean, and meat that has been
frozen will take nearly double the usual time.
Basting the meat continually with flour and water is a bad practice,
as it gives it a coddled par-boiled appearance, and diminishes the
flavour.
These directions for roasting beef will apply equally to mutton.
Pickles are generally eaten with roast beef. French mustard is an
excellent condiment for it. In carving begin by cutting a slice from
the side.

TO SAVE BEEF-DRIPPING.
Pour off through the spout of the roaster or tin-kitchen, all the fat
from the top of the gravy, after you have done basting the meat with
it. Hold a little sieve under the spout, and strain the dripping through
it into a pan. Set it away in a cool place; and next day when it is cold
and congealed, turn the cake of fat, and scrape with a knife the
sediment from the bottom. Put the dripping into a jar; cover it
tightly, and set it away in the refrigerator, or in the coldest place you
have. It will be found useful for frying, and for many other purposes.
Mutton-dripping cannot be used for any sort of cooking, as it
communicates to every thing the taste of tallow.
BAKED BEEF.
This is a plain family dish, and is never provided for company.
Take a nice but not a fat piece of fresh beef. Wash it, rub it with salt,
and place it on a trivet in a deep block tin or iron pan. Pour a little
water into the bottom, and put under and round the trivet a
sufficiency of pared potatoes, either white or sweet ones. Put it into
a hot oven, and let it bake till thoroughly done, basting it frequently
with its own gravy. Then transfer it to a hot dish, and serve up the
potatoes in another. Skim the gravy, and send it to table in a boat.
Or you may boil the potatoes, mash them with milk, and put them
into the bottom of the pan about half an hour before the meat is
done baking. Press down the mashed potatoes hard with the back of
a spoon, score them in cross lines over the top, and let them brown
under the meat, serving them up laid round it.
Instead of potatoes, you may put in the bottom of the pan what is
called a Yorkshire pudding, to be baked under the meat.
To make this pudding,—stir gradually four table-spoonfuls of flour
into a pint of milk, adding a salt-spoon of salt. Beat four eggs very
light, and mix them gradually with the milk and flour. See that the

batter is not lumpy. Do not put the pudding under the meat at first,
as if baked too long it will be hard and solid. After the meat has
baked till the pan is quite hot and well greased with the drippings,
you may put in the batter; having continued stirring it till the last
moment.
If the pudding is so spread over the pan as to be but an inch thick, it
will require about two hours baking, and need not be turned. If it is
thicker than an inch, you must (after it is brown on the top) loosen it
in the pan, by inserting a knife beneath it, and having cut it across
into four pieces, turn them all nicely that the other side may be
equally done.
But this pudding is lighter and better if laid so thin as not to require
turning.
When you serve up the beef lay the pieces of pudding round it, to be
eaten with the meat.
Veal may be baked in this manner with potatoes or a pudding. Also
fresh pork.
TO BOIL CORNED OR SALTED BEEF.
The best piece is the round. You may either boil it whole, or divide it
into two, or even three pieces if it is large, taking care that each
piece shall have a portion of the fat. Wash it well; and, if very salt,
soak it in two waters. Skewer it up tightly and in a good compact
shape, wrapping the flap piece firmly round it. Tie it round with
broad strong tape, or with a strip of coarse linen. Put it into a large
pot, and cover it well with water. It will be found a convenience to
lay it on a fish drainer.
Hang it over a moderate fire that it may heat gradually all through.
Carefully take off the scum as it rises, and when no more appears,
keep the pot closely covered, and let it boil slowly and regularly, with
the fire at an equal temperature. Allow at least four hours to a piece
weighing about twelve pounds, and from that to five or six hours in

proportion to the size. Turn the meat twice in the pot while it is
boiling. Put in some carrots and turnips about two hours after the
meat. Many persons boil cabbage in the same pot with the beef, but
it is a much nicer way to do the greens in a separate vessel, lest
they become saturated with the liquid fat. Cauliflower or brocoli
(which are frequent accompaniments to corned beef) should never
be boiled with it.
Wash the cabbage in cold water, removing the outside leaves, and
cutting the stalk close. Examine all the leaves carefully, lest insects
should be lodged among them. If the cabbage is large, divide it into
quarters. Put it into a pot of boiling water with a handful of salt, and
boil it till the stalk is quite tender. Half an hour will generally be
sufficient for a small young cabbage; an hour for a large full-grown
one Drain it well before you dish it. If boiled separately from the
meat, have ready some melted butter to eat with it.
Should you find the beef under-done, you may reboil it next day;
putting it into boiling water and letting it simmer for half an hour or
more, according to its size.
Cold corned beef will keep very well for some days wrapped in
several folds of a thick linen cloth, and set away in a cool dry place.
In carving a round of beef, slice it horizontally and very thin. Do not
help any one to the outside pieces, as they are generally too hard
and salt. French mustard is very nice with corned beef.[D]
This receipt will apply equally to any piece of corned beef, except
that being less solid than the round, they will, in proportion to their
weight, require rather less time to boil.
In dishing the meat, remove the wooden skewers and substitute
plated or silver ones.
Many persons think it best (and they are most probably right) to
stew corned beef rather than to boil it. If you intend to stew it, put
no more water in the pot than will barely cover the meat, and keep
it gently simmering over a slow fire for four, five, or six hours,
according to the size of the piece.

TO BROIL BEEF-STEAKS.
The best beef steaks are those cut from the ribs or from the inside
of the sirloin. All other parts are for this purpose comparatively hard
and tough.
They should be cut about three quarters of an inch thick, and,
unless the beef is remarkably fine and tender, the steaks will be
much improved by beating them on both sides with a steak mallet,
or with a rolling-pin. Do not season them till you take them from the
fire.
Have ready on your hearth a fine bed of clear bright coals, entirely
free from smoke and ashes. Set the gridiron over the coals in a
slanting direction, that the meat may not be smoked by the fat
dropping into the fire directly under it. When the gridiron is quite
hot, rub the bars with suet, sprinkle a little salt over the coals, and
lay on the steaks. Turn them frequently with a pair of steak-tongs, or
with a knife and fork. A quarter of an hour is generally sufficient
time to broil a beef-steak. For those who like them underdone or
rare, ten or twelve minutes will be enough.
When the fat blazes and smokes very much as it drips into the fire,
quickly remove the gridiron for a moment, till the blaze has
subsided. After they are browned, cover the upper side of the steaks
with an inverted plate or dish to prevent the flavour from
evaporating. Rub a dish with a shalot, or small onion, and place it
near the gridiron and close to the fire, that it may be well heated. In
turning the steak drop the gravy that may be standing on it into this
dish, to save it from being lost. When the steaks are done, sprinkle
them with a little salt and pepper, and lay them in a hot dish, putting
on each a piece of fresh butter. Then, if it is liked, season them with
a very little raw shalot, minced as finely as possible, and moistened
with a spoonful of water; and stir a tea-spoonful of catchup into the
gravy. Send the steaks to table very hot, in a covered dish. You may
serve up with them onion sauce in a small tureen.
Pickles are frequently eaten with beef-steaks.

Mutton chops may be broiled in the same manner.
TO FRY BEEF-STEAKS.
Beef-steaks for frying should be cut thinner than for broiling. Take
them from the ribs or sirloin, and remove the bone. Beat them to
make them tender. Season them with salt and pepper.
Put some fresh butter, or nice beef-dripping into a frying-pan, and
hold it over a clear bright fire till it boils and has done hissing. Then
put in the steaks, and (if you like them) some sliced onions. Fry
them about a quarter of an hour, turning them frequently. Steaks,
when fried, should be thoroughly done. After they are browned,
cover them with a large plate to keep in the juices.
Have ready a hot dish, and when they are done, take out the steaks
and onions and lay them in it with another dish on the top, to keep
them hot while you give the gravy in the pan another boil up over
the fire. You may add to it a spoonful of mushroom catchup. Pour
the gravy over the steaks, and send them to table as hot as possible.
Mutton chops may be fried in this manner.
BEEF-STEAK PUDDING.
For a small pudding take a pound of fresh beef suet. Clear it from
the skin and the stringy fibres, and mince it as finely as possible. Sift
into a large pan two pounds of fine flour, and add the suet gradually,
rubbing it fine with your hands and mixing it thoroughly. Then pour
in, by degrees, enough of cold water to make a stiff dough. Roll it
out into a large even sheet. Have ready about a pound and a half of
the best beef-steak, omitting the bone and fat which should be all
cut off. Divide the steak into small thin pieces, and beat them well to
make them tender. Season them with pepper and salt, and, if
convenient, add some mushrooms. Lay the beef in the middle of the
sheet of paste, and put on the top a bit of butter rolled in flour.

Close the paste nicely over the meat as if you were making a large
dumpling. Dredge with flour a thick square cloth, and tie the
pudding up in it, leaving space for it to swell. Fasten the string very
firmly, and stop up with flour the little gap at the tying-place so that
no water can get in. Have ready a large pot of boiling water. Put the
pudding into it, and let it boil fast three hours or more. Keep up a
good fire under it, as if it stops boiling a minute the crust will be
heavy. Have a kettle of boiling water at the fire to replenish the pot
if it wastes too much. Do not take up the pudding till the moment
before it goes to table. Mix some catchup with the gravy on your
plate.
For a large pudding you must have two pounds of suet, three
pounds of flour, and two pounds and a half of meat. It must boil at
least five hours.
All the fat must be removed from the meat before it goes into the
pudding, as the gravy cannot be skimmed when enclosed in the
crust.
You may boil in the pudding some potatoes cut into slices.
A pudding of the lean of mutton chops may be made in the same
manner; also of venison steaks.
A BEEF-STEAK PIE.
Make a good paste in the proportion of a pound of butter to two
pounds of sifted flour. Divide it in half, and line with one sheet of it
the bottom and sides of a deep dish, which must first be well
buttered. Have ready two pounds of the best beef-steak, cut thin,
and well beaten; the bone and fat being omitted. Season it with
pepper and salt. Spread a layer of the steak at the bottom of the
pie, and on it a layer of sliced potato, and a few small bits of butter
rolled in flour. Then another layer of meat, potato, &c., till the dish is
full. You may greatly improve the flavour by adding mushrooms, or
chopped clams or oysters, leaving out the hard parts. If you use

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