Bias in Performance Appraisal

This is a great discussion about the influence of our personal bias while doing performance reviews. Watch this video on Understanding Unconscious Bias.

The main problem with performance appraisal programs is supervisory bias when making judgments. How can a company attempt to identify and reduce appraisal bias? Respond substantively to two other learners.

Support your claims with examples from required materials and/or other scholarly resources, and properly cite any references. Your initial post should be a minimum of 200 words.

I need a response to this classmate for my business comm class

6 hours agoBrittany Thorpe RE: Week 10 DiscussionCOLLAPSE

Hello Professor and Fellow Classmates,

1.  Reflecting on your first video in the course, what changes did you make for Assignment 3 to improve your Executive Presence?

  • Compared to Assignment 3, I felt more comfortable in presenting a video presentation, and I feel that alone helped me to feel more relaxed and confident which in my opinion helped improve my executive presence. I also feel that rehearsing and timing myself helped to convey my knowledge on the subject I discussed within my presentation.

2.  What have you learned this term about how you communicate in the workplace?

  • This course has helped me to see that I communicate with a lot of emotion in the workplace however, at times the emotions I give off aren’t always received properly. This has caused me to think in detail about what I’m communicatin,g and the tone in which I’m communicating my thoughts.

3.  In what ways have you improved your communication skills during this term?

–  To answer this question I went over the comments Professor Paulson left on each of my assignments and compared them to the last, and in doing so I could see my growth without the course. From week to week in the beginning of the course, I noticed that Professor Paulson enjoyed my post however, he would remind to rely my message clearly so that my entire audience would understand my point of view. Now I am able to do this, and I am able to do so by questioning my thoughts and using a strength that I already have; looking at the subject matter from all angles. This course has helped me to develop that skill even more and help to improve my communication.

4.  What will you do going forward, to continue to improve your Communication Skills and Executive Presence?

  • When I conclude any course I reflect on the quarter as a whole, and this quarter was rough. The coursework wasn’t difficult to understand however, I found myself not being able to put my all into weekly discussion boards, and assignments the way I would have liked to. This quarter has been an emotional roller coaster with COVID-19, e-learning with my son, working from home, maintaining the household, and now the recent events of the country I have become overwhelmed. I always thought of myself as one that is organized and can handle pretty much anything you threw my way, but the last 10 weeks have tested all of my previous notions of myself. I give that brief summary of current feeling in coming to the end of the quarter to help you understand that in going forward I have no choice to continue to resort back to this courses content and reading materials. Again, not because I didn’t understand the coursework, but because I plan to continually improve on my communication skills and my executive presence with the knowledge I have gained within this course, and from the knowledge I have yet to find within the course material.  


  • Paulson, E. 2020. JWI 505: Business Communications and Executive Presence Discussion Question and Assignment 1 – 2 Feedback
  • JWI 505. 2020. Week 10 Lecture Notes: Executive Presence and Presentation Skills

human resource management



This entire course you learned about organizational behavior and  psychology while applying these concepts to previous courses and areas  of HR. This final exam asks you to apply what you have learned in  totality. In a well-written, well-research paper, please answer the  following:

How does an understanding of psychology help the HR leader?

You should be specific in your paper, identifying specific HR  systems, best practices while also identifying specific areas of OB that  we have studied this term. Your paper should have citations and thus  reference the textbook and other articles you may have researched during  the term.

week iv pt2B

After reviewing this unit’s video, Module Two the Stafford Act, you will create a blog post that addresses the following.

  • Explain the disaster declaration process and role of the federal government in times of disaster. 
  • Identify the individual programs available to disaster victims through the Stafford Act.
  • Give your opinion regarding whether individual and public assistance programs provided through FEMA help fulfill the federal government’s role and responsibilities during times of emergencies.
  • Make at least one recommendation for change, and give an example of the anticipated effect.

There are two essentials to good blogging. First, remember that a blog should be conversational and be an extension of your own thoughts and opinions, not merely a list of facts. Your post should have a topic, have a purpose of presenting a point of view, and indicate an openness to dialogue by inviting comments. Since this class is your audience, you can assume a basic understanding of homeland security terms, phrases, and acronyms.

Be creative, while still meeting the requirements of the blog’s content listed above. The Blackboard Blog Tool will allow you to include text, images, links, multimedia, mash-ups, and attachments to your blog entry.

Your blog post should be a minimum of 1,400 words, While the format of your post is not required to be in APA style, keep in mind that you must provide strong evidence and/or references to support your opinions. References should appear at the bottom of your post.

Week 4 Project



Supporting Lectures:

Review the following lecture:


The project assignment provides a forum for analyzing and evaluating relevant topics for this week on the basis of the course competencies covered.


In Week 3 Global Workforce, Succession Planning, and Training lecture, you were provided a case study and asked to peruse the topics. For the Week 4 project, you will evaluate each concept to begin the development of a training program for the employees and the next VP of Operations for the manufacturing plant in Cambodia.


  • Analyze the difference between affective domain and cognitive domain.
  • Analyze the various levels of learning an individual will experience: comprehension (basic level), ability to analyze a problem, synthesize, and evaluating the appropriate action (CASE).
  • Evaluate the best principles of adult learning.
  • Evaluate the need for cross-cultural training.
  • Evaluate the systems approach.
  • Formulate a method to measure the success of the training program.

To support your work, use your course and text readings and also use the South University Online Library. As in all assignments, cite all sources in your work and provide references for the citations in APA format.

Submission Details:

  • Create a 3- to 4-page document.
  • Name your file as SU_HRM6000_W4_Project_LastName_FirstName.

hr discussion


  • Choose one Counterproductive Work Behavior (CWB) from the abuse against others category and one CWB from the production deviance category. Examine at least two possible causes of each CWB. Next, provide at least one example of the potential impact of each chosen CWB on an organization.
  • Using the two causes of each CWB you selected, suggest the course of action an employer could take to change the employees’ behaviors and to address the possible diagnosed contributors to those CWBs. Justify your response.

     see slide notes below:






Welcome to Performance Management. In this lesson, we will be discussing   diagnosing, understanding, and dealing with counterproductive work   behavior. 

Please go to the next slide. 




Upon completion of this lesson, you will   be able to:

Analyze how organizations use   performance management as a learning tool to ensure that the desired   behaviors are rewarded.

Please go to the next slide. 




Specifically, we will discuss the   following topics:

Diagnosing counterproductive work   behaviors; and, 

Dealing with counterproductive work   behaviors

Please go to the next slide. 



Counterproductive   Work Behaviors Defined

Counterproductive work behaviors fall   into the category of “I know it when I see it.” While you may actually   know-it-when-you-see-it, let’s start the lecture with a definition of   counterproductive work behaviors. 

These are “Volitional acts that harm or   intend to harm organizations and their stakeholders. For example, clients,   co-workers, customers, and supervisors.” We will refer to counterproductive work behaviors as CWB during the   rest of the lecture. 

Evidence points to a prevalent problem   of CWB. It is estimated that up to 75   percent of employees have engaged in theft, computer fraud, embezzlement,   vandalism, sabotage, or fraudulent absenteeism; the cost of which these CWBs   may reach the hundreds of billions of dollars annually. 

Please go to the next slide.



Types of CWBs

There are two main types of CWBs, abuse   against others and production deviance. 

Let’s define each and then discuss each   in detail. 

Abuse against others are behaviors “that   cause or are intended to cause physical or psychological harm to other   organization constituents.” These   appear to be emotional-based and related to hostile aggression. These behaviors include incivility,   aggression or violence, and sexual harassment. 

Production Deviance is “acts of   displaced aggression typically targeted at organizations rather than   individuals.” They include sabotage,   theft and withdrawal. 

Please go to the next slide. 



Abuse Against   Others

There are three types of abuse among   others. Let’s first discuss the mild   form of abuse, which is incivility, and then the more severe behaviors such   as workplace violence and sexual harassment. 

Incivility is classified as   low-intensity deviant behaviors, which may include taking credit where credit   is not due, spreading rumors, or simply not picking up after oneself in the   company cafeteria. While these may appear   harmless or trivial, over time, these incivilities can have short-term and   long-term consequences to the individuals involved or targeted and the   organization. 

Another abuse against others is   workplace aggression or violence. Research points to the root cause of workplace aggression to often be   unaddressed incivility. While we may   not hear of violence in the workplace in our daily news very often, the   National Institute for Occupational Safety and Health estimated that up to   eighteen thousand people a week are attacked by someone while they are at   work. 

The last form of abuse against others we   will discuss comes in two forms. Sexual harassment is classified as either quid pro quo, which is when   unwelcomed and unsolicited sexual advances are tied to a form of workplace   punishment or implied for advancement, while the second is a hostile   workplace, which are unwelcome behaviors that causes emotional distress to   the individual to which the unwelcomed behaviors are targeted. Both forms of sexual harassment are illegal   based on Title VII of the 1964 Civil Rights Act. 

No matter what the abuse may be, any of   these actions makes for an unwelcoming and often unproductive workplace. 

   Please go to the next slide.



Production   Deviance

We will talk   about two forms of production deviance. 

First, employee   sabotage entails damaging or destroying an organization’s property. This form of deviance costs employers   approximately two-hundred-billion-dollars per year. 

Second, theft   can be minor, like claiming office supplies for your home office, or severe,   as in embezzlement. Theft in the   workplace is prevalent. A study   published in the year 2000 revealed that up to 75 percent of employees   admitted to taking an employer’s property home on at least one occasion. The cost to organizations of theft is   estimated to be between sixty-billion-dollars to one-hundred-twenty-billion-dollars   a year. 

Lastly,   withdrawal behaviors such as taking a sick day when not needed, arriving late   to work or leaving work early, stem from avoidance or escapism reasons. 

Please go to the next slide.



Diagnosing CWB   Causes

Only when the   root cause of the counterproductive work behavior is revealed can a manager   properly address the issue. A common   error for managers to make is referred to the fundamental attribution   error. It’s a form of bias in which a   person’s behavior is thought to be due to internal, dispositional factors and   to underestimate the role of the situational factors. 

Misdiagnosing at   this stage can result in time wasted fixing the wrong problem, which could   also cause the problem to escalate. 

Please go to the   next slide. 



Check Your   Understanding



Causes of CWB

There are a few   common categories of CWB causes. Let’s   discuss those next. 

Individual   contributors can lead to CWBs. These   include substance abuse, divorce, sick family members, financial   difficulties, or even personality traits such as anger, to name just a few. These types of problems are to be handled   delicately in the workplace, as laws are in place to protect workers   privacy. Due to laws and the cost of   these problems, many employers have Employee Assistance Programs in place as   a neutral way of intervening when employees are facing individual issues. 

Poorly   functioning interpersonal relationships can also be a cause for CWBs. Whether relationships are strained with a   supervisor or with peers, the result may lead to more severe abuses, such as   sabotage, theft, or even workplace aggression or violence. 

Another cause of   counterproductive work behaviors is a feeling of injustice in the workplace,   which can take the form of not getting a promotion, feeling singled out, or   not receiving credit when it is due. Acting out, whether towards individuals or the organization, are   typically focused on restoring what employees believe they lost or deserve as   a result of the perceived inequity. 

Job   dissatisfaction, situational constraints, and organizational climate can also   lead to CWB, such as sabotage, theft, tardiness, and production   deviance. Setting the right tone in   the organization and providing the right tools for the employees to do their   work are ways to counter these types of causes. 

Please go to the next slide.



Dealing with CWB

Now that we   diagnosed or identified some of the common causes of CWB, let’s get to how to   address or deal with the behavior. 

We will first   discuss the non-punitive approaches. 

One non-punitive   approach is having the manager first make sense of the problems, which is also   referred to as alignment. It is a way   of handling the problem in a non-confrontational manner by giving feedback,   coaching the individual, giving resources that are appropriate and holding   group sessions instead of singling out one person when appropriate. 

Another   non-punitive approach is to give feedback, either corrective or   constructive. These may work   effectively for non-severe CWB. 

Please go to the next slide.




Another means to   address CWB is through self-management. This is a set of behavioral and cognitive strategies that help people   structure their environment, including the environment at work, and involves   self motivation and understanding of the behaviors needed to meet performance   standards or goals. The key behind   this method is thought to be self-efficacy, or one’s belief in his or her   capability to attain certain goals. 

Self-efficacy   works by influencing an individual’s choices about what behaviors to   undertake, how much effort should be exerted, and how long to persist when   obstacles are confronted. Someone with   a high self-efficacy would persist longer at dealing with the problem than   someone with a lower self-efficacy. 

Please go to the   next slide. 




Punishment is   sometimes necessary in dealing with some causes of CWB. Matter of fact, the law will penalize   organizations that fail to take action when called for. 

When sizing up   the punishment appropriate for the CWB, research indicates that managers   often rely heavily on their organization’s consistency norms in making   punishment decisions, whereas line managers place less emphasis on the past   treatment of employees. This   inconsistency needs to be addressed in the workplace in order to prevent a   lawsuit that could surface from an employee who felt punished inconsistently   from others having exhibited the same CWB. 

Research reveals   that on average, recipients do view discipline as effective in changing   behavior and increasing awareness of expectations; however, different   research reveals there can be negative consequences from the punishment. These include anger or embarrassment, a   loss of respect for the manager or the organization, and dissatisfaction of   the job. 

Please go to the   next slide. 



Progressive   Discipline

Occasionally one   disciplinary action does not deal entirely with the CWB. In some cases, progressive discipline may   be called for. In these cases,   managers formally, directly, and promptly communicate problems, including   performance deficiencies, to employees. The sanction may be verbal warnings   or written warnings, suspension, or termination. 

Figuring out an   appropriate sanction for the severity of the CWB can be aided with the help   of these following criteria. 

One,   the extent to which the incident created disruption to the workflow;
  Two, damage to products or equipment;
  Three, whether a safety hazard was created;
  Four, whether a customer or employee suffered bodily harm;
  Five, conduct in light of training or professional norms;
  Six, whether the behavior was a legal violation;

Seven,   if the behavior resulted in misappropriation of resources;

Eight,   the impact on morale of co-workers;

Nine,   whether the behavior is a danger signal for more serious problems;

Ten,   if the employee’s actions damaged the image of the organization; and, 

Eleven,   if the problem undermined management’s authority. 

In addition to   the severity of the punishment, managers should consider the ease with which   the behavior can be corrected, how similar issues were dealt with in the   past, and the employee’s past performance and tenure when determining an   appropriate punishment. 

Please go to the   next slide.



Discipline   Recommendations

Research results   indicate that a thorough investigation, planning, and preparation are   essential to making disciplinary efforts effective. Additionally, here are other   recommendations for making sanction decisions and holding a disciplinary   meeting. They are: 

One, determine   whether there are legal issues that should be taken into account;
  Two, consider only work-related factors. For example, do not mix a known pending divorce of the performer into   the situation;
  Three, apply policies and decision-making rules consistently;
  Four, allow employees a voice in the discipline process;
  Five, make the punishment consistent with the severity of the offense;
  Six, provide managers with discipline-related training;
  Seven, provide employees with clear explanations coupled with apologies for   the ill effect on the recipient;
  Eight, communicate clear performance expectations;
  Nine, communicate specific consequences for future infractions;
  Ten, provide employees with sufficient time to improve their performance or   change their behavior; and,
  Eleven, express confidence in the employee’s ability to improve.

Please go to the   next slide. 




Occasionally a   termination is called for after a manager’s attempts to deal with the counterproductive   work behavior fails to produce the desired results. The failure to promptly terminate poor   performers or problem performers has been cited as one of the most costly   legal mistakes that employers make. 

While the   decision to terminate a performer should be made swiftly, it should not be   done hastily. There are two issues to   consider when in the position to terminate an employee. First, what are the legal parameters that   may place restrictions on employee termination? Reviewing the appropriate at-will   employment, contractual employment, and collective bargaining doctrine is   important in order to prevent a future lawsuit from the terminated employee.   Second, how should the termination be communicated to the employee? Avoiding   blame and the perception of injustice may also prevent a future lawsuit from   being filed by the terminated employee. 

Please go to the   next slide. 



Check Your   Understanding




We have now reached the end of this   lesson. Let’s take a look at what we   covered.

We started the lecture by defining   counterproductive work behaviors, also known as CWB. “Volitional acts that harm or intend to   harm organizations and their stakeholders. For example, clients, co-workers,   customers, and supervisors.” 

We discussed two categories of CWB and   five subcategories. The first, abuse   against others, includes incivility, workplace aggression and violence, and   sexual harassment. The second,   production deviance, involves sabotage, theft, and withdrawal. 

We then moved to discussing the   importance of properly diagnosing CBW. A misdiagnosis results in wasted time and can cause the CWB to escalate. There are several categories of CWB   causes. They include: 

One, individual contributors; 

Two, poorly functioning interpersonal   relationships at work; 

Three, feeling of injustice; 

Four, job dissatisfaction; 

Five, situational constraints; and 

Six, organizational culture. 

We then moved to dealing with CWB. We examined non-punitive approaches, such   as alignment and feedback, and self management. When assessing the situation to apply the   appropriate punishment, managers should consider the criteria posed, as well   as the discipline recommendations posed in the lecture. 

We concluded the lecture discussing the   reality that termination may be warranted. The two areas to review before the termination occurs are the legal   parameters involving the employee and the manner in which the termination is   communicated to the employee. Both of   these areas warrant thorough diligence in order to prevent a future lawsuit   from the terminated employee. 

This completes this lesson. 

Strayer 1 paper

There are three written assignments in the course, in which you will use the same organization to analyze the culture and make recommendations. It is essential you start to think about your company selection now.

Consider selecting a company for which you or a family member works. You might also choose a civic organization. To ensure your selection sets you up for success in all three assignments, be sure that your company:

  • Is one with which you are familiar and is one in which you have access to internal processes.
  • Has a true issue that need to be resolved.
  • Is one for which you can think of possible solutions to the issue that are realistic and enforceable.


For this assignment, write a 1 page double-spaced paper in which you will discuss:

  • Your selected organization.
  • The issue you will be analyzing.
  • How the issue hinders organization efficiency.
  • This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course.

Confidentiality:Since you will be addressing real issues in real organizations in your assignments, it is important to respect confidentiality. Feel free to use an alias for any company or individuals you might mention in your assignments. Remember that all discussions about these organization should only occur within this course and not be shared with people outside the course.

HSA 525


Budget Development


If your organization makes frequent business transactions, one of  the tasks you face as a manager is budget preparation. A budget is a  tool used for planning and controlling financial resources. It guides  your future plan of action in financial terms within a set period of  time. A budget does not have to be complex; however, it should support  the organization’s strategic plan. We will need resources to achieve our  goals and objectives.

For this assignment, you will focus on the operating budget. An  operating budget shows the company’s projected revenue and associated  expenses for an upcoming period—usually the next year. An operating  budget starts with revenue and then shows each expense type. This  includes variable costs—or the costs that vary with sales—such  as the cost of raw materials and production labor. The operating budget  includes fixed costs, such as the monthly rent on office space or the  monthly payment for a photocopier lease. The budget also includes  operating expenses, such as interest on business loans, and the noncash  expense of depreciation. These items enable the company to compute its  projected net income and net profit percentage.


Imagine you are the health care administrator for a nonprofit  clinic, home health agency, or outpatient surgery center. Your first  task is to locate the strategic plan for that organization or determine  its strategic direction through the vision statement, mission or purpose  statement, and strategic priorities or goals. You will also need the  audited financial statements for the organization.

Using the information from your research, develop a one-year  operating budget for the chosen entity, which will include operating  revenues and expenses. Include a 1–2 page document to justify the  approach you use in constructing the operating budget with the strategic  plan or strategic direction.

  • Upload the strategic plan or strategic direction and audited financial statements as an attachment or include the Web link.
  • Complete your operating budget using Excel.
  • Support your work with at least three quality references, one  being your course textbook. These should be cited per the Strayer  Writing Standards. 

This course requires the use of Strayer Writing Standards. For  assistance and information, please refer to the Strayer Writing  Standards link in the left-hand menu of your course. Check with your  professor for any additional instructions.

The specific course learning outcome associated with this assignment is:

  • Develop a budget for a department within a healthcare organization.

human resource

Topic 1: Labor Relations, Safety, and the Legal Environment of Human Resource Management

To practice for your unit Assignment discuss the all of the following topics. These should be relevant to your presentation Assignment.

  • What is the purpose of law for human resources management in health services organizations?
  • What are the three most important legal issues in human resources management?


 Looking for Good A++ work for the following Assignment. Need done by 10/23/2020. No plagiarism please. Good quality work.