Expert answer:Answer three discussion questions and reply to thr

Expert answer:Answer three discussion questions and reply to three discussion answers from students. Attached are documents to help with he discussions questions.
week_13_article.docx

wk_13_questions_.docx

methods_of_performance_.pdf

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Career OBjectives
How do I fire someone?
This exercise contributes to:
Learning Objective: Describe the value of recruitment methods; Identify the most useful substantive selection
methods
Learning Outcome: Describe the components of human resource practices
AACSB: Written and oral communication; Diverse and multicultural work environments; Reflective thinking
One of the people who reports to me really isn’t living up to his job responsibilities, and I’m
afraid that I have to let him go. I have no idea how to approach him so the meeting will turn out
okay. What’s the best way to terminate him? — Ariana
Dear Ariana:
Most supervisors agree that terminating a problem employee can be one of the hardest parts of
management. In general, the number-one way to reduce the stress of firing is to avoid giving
surprises. A problem employee needs to be told as soon as possible that there are issues with
performance. Be sure to document performance problems early, and let your employee know the
consequences of failing to improve. It may even be the case that identifying problems can
eliminate the need for firing through initiating development strategies and providing training that
improve his performance.
If you’ve decided the termination needs to proceed, begin to plan the termination meeting. Good
HR guidance can be one of your best resources in this process. It’s natural to be worried about
how your employee is going to react, but here are some strategies that may help you end the
employment relationship in a way that minimizes conflicts:
• Ask your HR representatives what alternatives and techniques they’d recommend. Many
companies have established policies and procedures that will help you conduct this meeting in a
professional manner.
• Practice. A chance to practice the meeting with a neutral party (not someone with connections
to the person or your organization) will help you reduce stress and anticipate how the meeting
will go.
• Be sure to respect your employee during the process. When possible, conduct the termination
behind closed doors. Send a clear message that his employment is at an end. The last thing you
want is a situation where he doesn’t get the message or feels you are so indecisive that he can
argue his way out of the termination. Attempts to “soften the blow” by providing positive
feedback or working your way up to the bad news are often confusing and can create an opening
for an extended, unpleasant, and unproductive argument.
• Avoid going over past mistakes in detail. At the point of termination, there is no reason to
rehash old problems you’ve previously discussed—it’s better to just make a clean statement that
things aren’t working out, and your documentation should have the details for later reference if
needed. Going over the reasons the relationship is over will make your employee feel insulted or
offended.
• Have an after-meeting plan. What are your organization’s policies—does your employee need
to be escorted immediately out of the building, for instance? What are the policies for returning
business property? Demonstrate adherence to the plan to keep the termination process objective.
Of course, none of this advice can remove all the stress of terminations, but a combination of
preparation, respect, and clarity can help make the situation better than it would be otherwise.
Answer three discussion questions
1. Do you agree that you do not need to review past mistakes in detail
during a termination? Explain your answer. Wouldn’t this help the
employee to correct the behavior for a future job?
2. How would you handle firing a work or personal friend? Should you have
family or friends work for you? Explain your answer.
3. Which methods of performance evaluation provide the best detail to the
employee regarding areas needing improvement? Support your answer.
REPLY TO THE THREE DISCUSSION ANSWERS
CINDY (QUESTION 1 RESPONSE)
I do agree that you don’t need to detail every mistake an employee makes if he/she is being
terminated. If you’ve done your best as a supervisor to speak with an employee that makes
numerous mistakes or the same mistakes repeatedly, then there’s no reason to go over it
again. I’d personally let the employee know why they are being terminated by addressing
the overall reasons, but not in excruciating detail. If the termination was due to losing a
large customer because of bad attitude, then I’d address it. It really depends on the
circumstances of termination
REPLY:
NAHIDA (QUESTION 2 RESPONSE)
Firing a friend or family member is never fun. I am the person who can never
say NO for anything to anybody. So, firing a work or personal friend would be
the hardest work for me. I will notify the mistakes they are making and if that
doesn’t work I will pick a good time to speak with them for the termination
process. Personally, I don’t prefer to work with friends or family unless I have
to.
REPLY:
CASEY (QUESTION 3 RESPONSE)
I really like graphic rating scales because it would provide the employee with all of the areas
that are vital to their job position and what expectations they should be meeting in the
company in relation to performance. This will give them an overall score, or grade, at the
end with a brief written evaluation explaining the level of their performance. I think this
would give the employee a clear view of where they need to improve and also have a chance
to ask their employer what they can do better. I personally had this in my previous place of
work and I found it to be constructive, honest, and also eye-opening as to where I was weak
and where I was strong. I felt like it was pretty fair and it helped me to do better in my work.
The only issue I find in this evaluation is that I was being evaluated by managers rather than
the boss himself, so he didn’t get to see how I was performing day to day, or what struggles I
may have faced. There were many different managers on shift at different times so I think
that my score may have changed with a more consistent manager in charge. Not all of the
managers were very nice or reasonable so you can see how their opinions on some could
change just due to their moodiness. Not everyones opinion was always in agreement with
me and so, with the right approach, this type of evaluation can be pretty useful if done
consistently and not with a bunch of different “groups” of managers.
REPLY:
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