Competencies can be defined as:

A.  The willingness of an employee to do the right thing.

B.  An underlying characteristic of a person which results in effective action and/or superior performance in a job.

C.  The ability of an employee to lead others even though they are not in an official supervisory position.

D.  An underlying characteristic of a person which results in their co-workers liking to work with them.

Answer:  B  Competencies are also specific, measurable knowledge, skills and/or attributes.

It has been my experience that most managers are more subjective versus objective when completing  employee evaluations. I have also seen employee evaluations become a popularity contest versus a true reflection of the performance of the employee. I believe we do an injustice to our employees if we do not give them an honest and accurate performance review. Have you seen or experienced this as well? How does one move their managers to accurately conduct evaluations?

 We did a major restructuring last year and looking this year to downsize further.

In regards to the disruptive physician s/he is often described as bright and charismatic,charming, as well as  controlling, unpredictable, threatening and intimidating.

Often others rate the disruptive physician as among the most competent in his or her specialty. 

Early intervention and implementable actions should be clearly stated.  Where are most organizations stating these? Are others witnessing more or less of these types of problems?

In this week’s handout readings in Chapter 6 recruitment and selection on page 136 it states under figure 6.1 #7 “to observe the applicant and take notes on relevant aspects of dress, mannerism and affect”.  I have been expressly told by HR not do this and if I take notes it should pertain to information that directly applies to the position such as response given to the interview question.  I was told not to write anything about their dress even I just wrote “red shoes” to help remember who is who.  What guidance has been given by some other HR departments?

Getting Employee Performance Information

·         Behaviors

o   Outcomes may be difficult to measure

o   How results are achieved

·         Outcomes or outputs

o   Useful when a employee produces a clear, measurable, unambiguous output

·         Critical incidents

o   Recording key incidents during the year

·         Narrative essays

·         360-degree feedback

1.  "group think" - individuals strive toward harmony and unanimity at the expense of good decision making.

2.  "free riding" - individuals can benefit from the work of the group without making a suitable contribution.

3.  "risk sharing" - individuals ignore potentially dangerous outcomes and choose high-risk alternatives.

Answer:  2

As a heterogeneous group increases in size, persons feel that they can disappear into the shelter of the group and that their lack of productivity will be less noticeable.