By:
Samuel A. Culbert
Published:
The Wall Street Journal, October 20 2008; www.wsj.com
Level
of Difficulty: ***
Note to the student: This
text is a brilliant argumentative essay which follows all the rules. Study it
accordingly
BEFORE
YOU READ
Performance
Appraisals: Benefits and Challenges
Dr. Woody: Kill the Annual Performance Review? https://www.youtube.com/watch?v=Y1DGysgDEas
QUESTIONS
1. What aspect of the implementation of a performance review does the
writer object to?
2. The writer feels that performance reviews are superfluous
because………………………………………
3. The boss and the employees have different expectations of
performance reviews. What is the immediate result of this? What is the possible
longer term result?
4. Should the employee object to the boss’ evaluation of her failings,
·
She will dig herself into a
deeper hole
·
The boss will land herself in
trouble
·
The boss will need to be very
fortunate at the next assessment
·
All of the above
·
None of the above
·
Other: please specify
5. Contrary to popular belief, salaries are determined by
……………………………………………………..
6. What is the real purpose of a boss in a performance review?
7. What does “this” refer to in the phrase “To me, this is just further
proof”?
8. An important source of information in the 360-degree feedback is
…………………………………..
9. Performance reviews can be rendered more objective only if
……………………………………………
10. Pleasing the boss is considered to be of greater importance than
doing a job well. Why exactly is this the case? There are two answers; find
both.
11. One problem with the checklist is that it completely disregards
…………………………………………
12. A member of staff is not likely to turn to the boss with a query as
to how he can improve because:
·
The boss may not know the
member of staff well enough
·
The boss may be unable to
understand his problem
·
He may not have the opportunity
to speak to the boss
·
A plea for help might backfire
·
All of the above
·
None of the above
·
Other: please specify
13. What does “that” refer to in the sentence “The performance review
undermines that”?
14. Current performance reviews are criticized for not being …………………………………….
15. Performance reviews of this sort will negatively impact the company
because the boss ………………………………………………………………………………………………………………………………………..
16. What conclusion can we draw from the fourth paragraph on page four
of the print edition?
17. The conclusion that can be drawn from the following paragraph is
that performance reviews:
·
Encourage self improvement
·
Encourage time to be spent
doing public good
·
Are a waste of time
·
All of the above
·
None of the above
·
Other: please specify
18. The conclusion we can draw from the following paragraph is that
………………………………………….
19. Why does the writer feel it is grossly unfair for the boss to be
promoted and receive a pay rise while subordinates fail and get fired?
20. The overall advantage of a performance preview in contrast to the
performance review is that it is directed to
…………………………………………………………………………………………………………………
21. The active questioning inquiry is superior to the checklist because:
·
The boss asks all the questions
·
The members of staff ask all
the questions
·
It encourages give and take
·
It encourages team work
·
All of the above
·
None of the above
·
Other: please specify
22. What does “it” refer to in the phrase “up to it”
23. The drawbacks of the performance review can best and most concisely
be summarized as follows:
WRITING TASK: FIRST
ALTERNATIVE
Discuss the negative effects of performance reviews.
In your introduction, explain what exactly performance reviews are
and what they entail. End your introduction with a thesis statement stating
that you will be discussing the negative effects. Check the box in the print
edition of the text for a plan!
Use the text for your development
In your conclusion, introduce performance previews as an alternative
WRITING TASK: SECOND
ALTERNATIVE
Write an argumentative essay against performance reviews. Your
introduction and conclusion will be the same as above.
WRITING TASK: THIRD
ALTERNATIVE
Compare and contrast performance reviews and performance previews.
In your introduction, discuss the need for mutual feedback for the company and
introduce the two alternatives.
GET RID OF THE PERFORMANCE
REVIEW! KEY AND TEACHER’S NOTES
This wonderful text
attracted my attention first of all because it concerns such a thorn in the
side of so many people: performance reviews and secondly because it follows all
the rules of argumentative essay writing. It is almost like a sample essay with
a clear introduction, development and a conclusion. There is even a little
essay plan in a box. I can’t see the average 18 year old going for it but older
students will be able to identify beautifully.
1. One side accountable or boss administered
2. The boss has the power with or without the review
3. It puts the participants at odds talking past each other; It creates
tensions that carry over to their everyday relationships
4. All of the above
5. The market place or budget
6. To win the subordinate’s gratitude
7. The fact that when people switch bosses they often receive sharply
different evaluations from the new boss to whom they now report
8. Anonymous feedback; just a slicker way for people to push what is in
their political interests to establish without having their biases and motives
questioned
9. An evaluator’s personal preferences, emotional biases, personal
agendas and situational motives for giving feedback are sufficiently explicit
10. Because what’s being measured has more to do with a checklist
expert’s assumptions about what competent people do; create a positive
impression and the boss will score you high on any dimension presented
11. Incompatibility of styles
12. 1, 2 and 4
13. The one to one relationship between the boss and each of his or her
subordinates
14. Joint performance ; OR two sided
15. Will not hear what subordinates actually think
16. Performance reviews lead to more bogus activities than valid ones
17. 3
18. What goes around comes around
19. Because the boss’ assignment is to guide, coach, tutor, provide
oversight and generally do whatever is required to assist a subordinate perform
successfully.
20. To the future and what I need from you as a teammate and partner in
getting accomplished what we both want to see happen
21. 3 and 4. The first one won’t
do because it isn’t a reason for superiority
22. Straight talk relationships
23. They promote intimidation not trust
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