A Case Analysis is required during week 4. It will consist of a case where you will research the scenario. The guidelines are available in Week 4 on PLS. The assignment should follow APA format which includes a title and referencepage. Double spaced is preferred. All citations should be properly cited according to APA guidelines. Use a word processing program and submit it to the Turnitin enabled Dropbox by 11:59 PM Sunday CST.

We will be examining the HRM Experience "Performance Diagnosis" on page 335 of our course text book.
Descriptions of three different employees are presented. After reading several times, identify employee and describe the potential causes of poor performance in each case separately. For each potential cause, identify appropriate solutions to enhance performance of all parties involved. Follow up a specific plan to re-evaluate the situation and other potential solutions. Use your text and other sources to support your ideas. Be specific and clear on all responses. Assignment should be about, 3 to 5 pages in length. Double spaced is preferred. A cover page and reference page are required and are not included in the page count.

Managing the performance of employees is a vital-yet delicate-responsibility. One of the toughest aspects of performance management is assessing why someone is not performing well. Although it may be easy to spot who is not performing well, it is not always easy to diagnose the underlying causes of poor performance (such as motiva¬tion, ability, and external constraints). But without a cor¬rect diagnosis, it is nearly impossible to fix the problem. Managers also need to coach employees to improve their performance.

Assignment

The following are descriptions of three different employees. Describe what the potential causes of poor performance for each of the following employees might be and solu¬tons that could enhance the person's performance.
1. Carl Spackler is the assistant greenskeeper at Bush-wood Country Club. Over the past few months, members have been complaining that gophers are destroying the course and digging holes in the greens. Although Carl has been working evenings
and weekends to address the situation, the problem persists. Unfortunately, his boss is interested only in results, and because the gophers are still there, he contends that Carl is not doing his job. He has ac¬cused Carl of "slacking off" and threatened his job.

2. Clark Griswold works in research and development for a chemical company that makes non-nutritive food addi-tives. His most recent assignment has been the develop¬ment of a non-nutritive aerosol cooking spray, but the project is way behind schedule and seems to be going nowhere. CEO Frank Shirley is decidedly upset and has threatened that if things do not improve, he will sus¬pend bonuses again this year, as he did last year. Clark feels dejected because without the bonus he will not
be able to make a down payment on the family's swim¬ming pool.

3. Tommy Callahan Jr. recently graduated from college after seven years and returned home to Sandusky, Ohio. His father, Big Tom Callahan, the owner of Cal-lahan Motors, offers Tommy a job in the auto parts factory that makes brake pads. The factory is in severe danger of going under unless sales of the company's new brake pads increase dramatically. Tommy must go on the road with Richard (Big Tom's right-hand man) in a last-ditch effort to save the company. But Tommy proves to be unfocused, inexperienced, and lacking in confidence. Sales call after sales call he meets with rejection, even when the prospect looks promising. Customers express some concern about a warranty on the brake pads, but Richard believes that Tommy's inexperience and awkward approach are the big problems.