1. Part of the forced-ranking label reflects the intent force distinctions among worker performance levels. In an absolute-rating system, everyone could be rated “above average”. Does this difference between the absolute- and relative-rating approaches mean that one of the methods (i.e. the absolute performance or the forced-ranking) of judgment is wrong? Explain.
2. Many managers have great technical skills; their technical capabilities may be the reason why they were promoted into the ranks of management. However, the usefulness of the people side of the business may not be clear to these managers. How could you link coaching to achieving performance goals for these managers? In other words, how can you convince managers of the usefulness of performance coaching?
3. What can an organization do to ensure that merit pay and other incentives are administered fairly? What kind of data would you gather to ensure that the pay-for-performance system is not biased in favor of any particular group? Would linking pay to objective criteria that are important to the organization, such as quality control measures, profitability, and low turnover, help or hurt in administering pay?
Then choose from one of the following:
1. Why are employers implementing policies that require employees to adopt healthier lifestyles?
2. Do you think it is ethical when an employer decides to penalize employees who eat their favorite junk foods and gain weight or smoke cigarettes, which are a legal product?
3. As an HR professional, how might you promote the credibility of the HR staff, such that there is still compliance with federal and state laws, but also cooperation from managers and employees?
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