I need your help for writing essay (4 pages not including the cover page and references page)  

The topic as below:

There are a variety of techniques that can minimize performance rater  biases. In your textbook, review “Case Study 6-2: Minimizing Biases in  Performance Evaluation at Expert Engineering, Inc.(Attached)” After reviewing the  case and considering the course and textbook content, in a 4 page  paper, not including the cover page and reference page, answer questions  #1 and #2 (located at the end of the case study and as follows).

Question #1: Provide a detailed discussion of the intentional rating  distortion factors that may come into play in this situation.

Question #2: Evaluate the kinds of interventions you could implement  to minimize intentional rating distortion, and its reasons, that you  have described. What do you recommend and why?

You will need to include a brief introduction of the case and  critically evaluate the current situation of Expert Engineering Inc. It  is important to present an in-depth analysis of the case and integrate  sufficient support from scholarly resources throughout the assignment.  Use suitable headings and subheadings to organize the work in an  appropriate manner.

Be sure to support your statements with logic and argument, citing any sources referenced.

Directions:

– Write an essay that includes an introduction paragraph, the essay’s     body, and a conclusion paragraph to address the assignment’s guide     questions. Do not address the questions using a question-and-answer     format. 

-APA style should be used

-Font will be: Times roman 12, and double space should be between lines

-At least 3-4 scholarly, peer-reviewed journal articles will be used as references (including the below two).

Required Reference:  

-Lin, Y.-C., & Kellough, J. E. (2019).

Performance appraisal problems in the public sector: Examining supervisors’ perceptions

. Public Personnel Management, 48(2), 179–202. 

-Nxumalo, N., Goudge, J., Gilson, J., & Eyles, J. (2018).

Performance  management in times of change: Experiences of implementing a  performance assessment system in a district in South Africa

. International Journal for Equity in Health.

-Kwangsu Moon. (2019).

Specificity of performance appraisal feedback, trust in manager, and job attitudes: A serial mediation model

. Social Behavior & Personality: An International Journal, 47(6), 1–12.

Chapter 6 • Gathering Performance Information 165

C A S E S T U DY 6-4

Minimizing Biases in Performance Evaluation at Expert
Engineering, Inc.

Under various engineer titles, veteran engineer Demetri
worked for Expert Engineering, Inc., for almost 15 years. The
firm’s performance evaluation history is both unique and
long. He has recently been promoted to the position of
Principal at the engineering firm. All principals are involved
in evaluating engineers because the founders of the firm
believed in multiple source evaluation and feedback to prevent
favoritism and promote a merit-based culture. At the same
time, the firm has a long history of using quality performance
appraisal forms and review meetings to better ensure accu-
rate performance evaluations. Several months ago, however,
the firm initiated a big hiring initiative of a dozen new engi-
neers, nine of whom turned out to be graduates from Purdue

University, which is the same university from which Demetri
graduated. Indeed, Demetri was active in moving forward
the hiring initiative. There is tension and discontent among
the other principals, who fear that a time of unchecked
favoritism, biased performance ratings, and unfair promotion
decisions is on the rise.

1. Provide a detailed discussion of the intentional and
unintentional rating distortion factors that may come
into play in this situation.

2. Evaluate the kinds of training programs that could
minimize the factors you have described. What do you
recommend and why? �

End Notes

1. Tannenbaum, S. I. (2006). Applied perform-
ance measurement: Practical issues and
challenges. In W. Bennett, C. E. Lance, &
D. J. Woehr (Eds.), Performance measure-
ment: Current perspectives and future
challenges (pp. 297–318). Mahwah, NJ:
Lawrence Erlbaum.

2. Adapted from Grote, D. (1996). The complete
guide to performance appraisal. New York:
AMACOM.

3. Grote, D. (1996). The complete guide to per-
formance appraisal. New York: AMACOM.

4. Adapted from Workforce Research Center
(2003, April). “Busch Performance Evalua-
tions,” Workforce Online. Available online at
http://www.workforce.com/archive/article/
23/42/03.php. Retrieval date: May 1, 2011.

5. Ganzach, Y., Kluger, A. N., & Klayman, N.
(2000). Making decisions from an interview:
Expert measurement and mechanical com-
bination. Personnel Psychology, 53, 1–20.

6. Kraiger, K., & Aguinis, H. (2001). Training
effectiveness: Assessing training needs,
motivation, and accomplishments. In M.
London (Ed.), How people evaluate others in
organizations (pp. 203–220). Mahwah, NJ:
Lawrence Erlbaum.

7. Brutus, S. (2010). Words versus numbers:
A theoretical exploration of giving and
receiving narrative comments in perform-
ance appraisal. Human Resource Management
Review, 20, 144–157.

8. Short, J. C., Broberg, J. C., Cogliser, C. C., &
Brigham, K. (2010). Construct validation using
computer-aided text analysis (CATA): An
illustration using entrepreneurial orientation.
Organizational Research Methods, 13, 320–347.

9. Milliman, J. F., Zawacki, R. A., Schulz, B.,
Wiggins, S., & Norman, C. A. (1995). Customer
service drives 360-degree goal setting.
Personnel Journal, 74, 136–142.

10. Workforce Research Center. ED: April 29, 2001
The new thinking in performance appraisals:
Writing effective co-worker comments.
Workforce Online. Available online at http:/
/www.workforce.com/archive/feature/22/
28/68/223579.php. Retrieval date: May 1,
2011.

11. Adapted from Grote, D. (1996). The complete
guide to performance appraisal. New York:
AMACOM.

12. Talbott, S. P. (1994). Peer review drives com-
pensation at Johnsonville. Personnel Journal,
73, 126–132.

http://www.workforce.com/archive/article/23/42/03.php

http://www.workforce.com/archive/article/23/42/03.php

http://www.workforce.com/archive/feature/22/28/68/223579.php

http://www.workforce.com/archive/feature/22/28/68/223579.php

http://www.workforce.com/archive/feature/22/28/68/223579.php