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    Please see attachment – ## FinalJameire.docx – ## AnnotatedBibliographyBiomechanicalandPerformanceAnalysisofSimoneBilesGymnasticsSkills.docx **## FinalJameire.docx** Topic: **Name of Athlete: Simone Biles** The final project is a synthesis of all activities complete throughout the class. The followi…

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    Please see attachment

    – ## FinalJameire.docx

    – ## AnnotatedBibliographyBiomechanicalandPerformanceAnalysisofSimoneBilesGymnasticsSkills.docx

    **## FinalJameire.docx**

    Topic:
    **Name of Athlete: Simone Biles**

    The final project is a synthesis of all activities complete throughout the class.  The following components are required to be submitted in a Word Document and follow APA guidelines. A paragraph consists of 3-7 sentences that are focused and detailed on the topic being discussed.

    I.              Assignment Cover Page – No abstract necessary.

    II.             Introduction – should consist of 3-5 paragraphs and provide a summary of where this project will be taking the reader.

    III.           Outline of Skills and Phases – this section is based on instructor feedback from WK 4 Assignment 2 and should be in outline form. No more than 2 pages.
    **There should be 2 skills addressed.**

    IV.            Athlete Description – using your WK 2 Assignment 1 requirements and any additional information provide a detailed account of your athlete. This section should be 3-7 paragraphs and also explain the history of your athlete’s sport, the history of the skills – when they came into play as fundamental skills during your sport’s history, and the performance level your athlete has previously been and is currently competing. (An example would be Tiger Woods. He still maintains his elite skill set but is not competing at the same high level as he did in the past.)

    V.              Proper biomechanical skill mechanics – Provide a detailed description of the correct biomechanical mechanics necessary to perform your athlete’s skills. These descriptions should come researching how to perform the skill properly, using industry standards and biomechanical analysis that has been previously done on your 2 chosen skills.  Peer-reviewed journal research must be conducted on how to perform the skills and will be your primary sources for this section of the project.  You will have presented these sources in your WK 6 Assignment 4 Annotated Bibliography.

    VI.            Define and describe your Data Gathering Methods – For this final project you are required to gather data, via video, photos, etc., of your athlete performing your 2 chosen skills.  You will present this information in this section in the form of video links, photo inserts, etc. Be sure to label all data clearly as you will be referring to them in your biomechanical analysis of your athlete.

    VII.          Biomechanical Analysis – In this section you will use your data and a developed biomechanical analysis system (usually in chart form) to provide a detailed analysis of your athlete as they progress through the phases of the 2 skills you have chosen. You are not required to use analysis software or any specific apps. You will use the tools that are normally at your disposal as a coach and trainer. Usually this involves your eyes, video, or photos.  But I would encourage you to explore additional options for analysis. See resource list at end of assignment instructions.

    VIII.        Feedback to Improve Performance – using your gathered analysis provide feedback on the skills you analyzed to improve your athlete’s performance. Address how these suggestions for improved performance will assist them in competition.  Address how these suggestions will prevent or lessen the likelihood of injuries.  Provide examples of elite athletes performing each skill or phases of the skills correctly. These can be in video and photo format but must include a description and/or comparison of your athlete and the example athlete.

    IX.            Conclusion – should consist of 3-5 paragraphs and provide a summary of where this project has taken the reader.

    **## AnnotatedBibliographyBiomechanicalandPerformanceAnalysisofSimoneBilesGymnasticsSkills.docx**

    1

    7

    **Annotated Bibliography: Biomechanical and Performance Analysis of Simone Biles' Gymnastics Skills**

    Jameire Jordan

    APUS

    **Annotated Bibliography: Biomechanical and Performance Analysis of Simone Biles' Gymnastics Skills**

    **Introduction**

    Simone Biles has transformed women's artistic gymnastics through her outstanding athletic abilities, creative skill development, and uninterrupted competitive excellence. The annotated bibliography will discuss the existing (2021 and beyond) academic literature and expert technical sources that discuss the biomechanical principles, training principles, and performance technique of the Biles signature gymnastic skills. The sources identified are high-quality journal articles on neuromuscular control and injury prevention, technical analyses of international gymnastics federations, and psychological research on the performance of elite athletes in high-stress situations. The aggregate of these materials offers a multidimensional interpretation of the physiological, mechanical, and psychological bases of the unprecedented success of Biles in the sport.

    The list is narrowed down to primary sources that provide empirical information and professional technical commentary instead of secondary commentary or popular media interpretation. Every annotation includes the main findings, methods, and significance of the sources in comprehending the skill performance of Biles on all four Olympic apparatuses: the vault, the uneven bars, the balance beam, and the floor exercise. Her innovative abilities are particularly highlighted, as they have been referred to in the FIG Code of Points, such as the Yurchenko double pike vault and the triple-twisting double tuck floor dismount (the Biles II). The bibliography is highly formatted by the principles of APA style and, at the same time, carries a significant analysis of the contribution of each source to the study of elite gymnastics performance.

    **Annotated Bibliography**

    FIG Executive Committee. (2022). 2022 2024 CODE OF POINTS W e A i ic G a ic Approved by the FIG Executive Committee. https://www.gymnastics.sport/publicdir/rules/files/en_2022-2024%20WAG%20COP.pdf

    The latest version of the FIG Code of Points Women Artistic Gymnastics provides the official guideline for assessing the performance of elite competitors. This all-inclusive document provides uniform requirements on rating skill difficulty, deductions of execution, and composition requirements in all apparatuses. The 2022-2024 version significantly changed vault valuation tables and floor exercise tumbling requirements, directly affecting Biles' scoring of innovative skills in international competition.

    Special attention should be paid to the fact that in the document, the parameters of the use of vaulting tables are detailed, and the particular biomechanical conditions of skill recognition are also indicated. The Code has stringent requirements on body position in flight phases, landing stability expectations, and rotational completion criteria, which help to understand why Biles' execution scores are always so high despite her skills of unparalleled complexity. The source also demystifies the official name given to new elements and puts in perspective how Biles has broken the technical limits of the sport with her novel vault and floor exercise creations.

    Potop, Vladimir & Carmen, Olivia & Wiktor, Boloban. (2014). Analysis of biomechanical characteristics of Yurchenko vault sports technique in women’s artistic gymnastics.

    The study is a peer-reviewed study that uses the current state-of-the-art motion capture technology to investigate the kinematic sequencing of the Yurchenko double pike vault performed by elite female gymnasts. Training sessions and competitions were used to collect three-dimensional biomechanical data to measure important performance variables such as approach velocity, round-off contact dynamics, and backward rotation generation during pre-flight and post-flight trajectory optimization.

    The study results show that successful performance presupposes the accurate time coordination of the horizontal velocity developed in the run-up and the vertical impulse developed during the round-off and back handspring. Statistics show that top-level athletes such as Biles can reach the best shoulder angles of 22-25 degrees when in contact with the table, effectively transferring their energy to the backward rotation. The study also finds important distinctions in take-off mechanics between single and double pike forms, which can explain why the physical requirements of the vault that Biles uses are significantly higher. Such biomechanical knowledge assists coaches in creating specific training plans to build this skill's particular strength and timing demands.

    Balancebeamsituation.com. (2019, October 28). Triple-Twisting Double Tuck (Biles). Balance Beam Situation.
    [https://balancebeamsituation.com/triple-twisting-double-tuck-biles/](https://balancebeamsituation.com/triple-twisting-double-tuck-biles/)

    This educational video by the national governing body of the sport features a frame-by-frame breakdown of the elements of the eponymous floor exercise in the routine by Biles, especially the triple-twisting double tuck (Biles II). The content is a combination of slow-motion video analysis and the commentary of coaches at the elite level to determine the key technical elements that make the difference between world-class performance and the most frequent errors.

    The three key success elements highlighted in the technical breakdown are as follows: (1) a close hollow body position as the first blocking action is performed, (2) accurate shoulder placement in the twisting initiation part, and (3) regulated rotational velocity control in the aerial part. The comparative videos show that Biles attains higher and better rotational control by using the best punch front mechanics in the air off the floor surface. The resource also has practical training progression to build the required explosive power and spatial awareness to complete the skill safely. This source is a priceless reference for learning about the biomechanical accuracy of Biles's most challenging tumbling passes.

    Ge, Q., Xu, D., Zhang, Z., Baker, J. S., & Zhou, H. (2025). Exploring Lower Limb Biomechanical Differences in Competitive Aerobics Athletes of Different Ability Levels During Rotational Jump Landings. Bioengineering, 12(3), 220. https://doi.org/10.3390/bioengineering12030220

    The present experimental study embodies the neuromuscular activation pattern of high-difficulty balance beam dismounts using electromyography (EMG) and force plate analysis. The researchers compared the timing and intensity of muscle recruitment when elite gymnasts executed double-twisting double back dismounts (similar to the beam dismount Biles is well known to perform) and single-twisting variations that are less complex.

    Results indicate that elite performers show much earlier engagement of the core stabilizers (predominantly transverse abdominis and multifidus muscles) at take-off, enabling them to develop rotational energy more effectively. It is also noted that there are some apparent differences between landing impact absorption strategies, where better gymnasts showed more equal distributions of ground reaction forces between the limbs. Such neuromuscular adjustments make it easier to understand why Biles is so consistent in her landing execution, even though her dismounting skills are challenging. The study gives empirical data in favor of particular core stabilization training necessary to form complex aerial skills.

    Hulsey, A. (2025). Athlete Mental Health Discourse in Sport: Simone Biles, Naomi Osaka, and the Case of Instagram. Cultural Studies ↔ Critical Methodologies. https://doi.org/1346127

    In this case study analysis, we will discuss how mental health and competitive performance in high-level gymnastics can intersect. Biles and her experience at the Tokyo Olympics will serve as one of the main examples. The study will involve qualitative interviews with sports psychologists and quantitative results of performance statistics in different stress situations.

    The main findings point to the cognitive load connected with the execution of skills of the highest complexity and the effect on the error rates in high-stress competitions. The paper also presents the phenomenon of twisties (a loss of spatial awareness during aerial rotation) as a neurological, but not a purely psychological phenomenon, based on fMRI data demonstrating that there are specific patterns of brain activity during the spells of spatial disorientation. This study explains why Biles decided on the skills to use in competition and her support of mental health awareness in professional sports.

    Debien, P. B., Sabino Carrara, P. D., & Bara Filho, M. G. (2024). Training Load Monitoring in Elite Youth Women’s Artistic Gymnasts: A Pilot Study. Sports Health, 19417381241263342. https://doi.org/10.1177/19417381241263342

    This longitudinal research study monitored training volume, intensity, and injury incidence in elite female gymnasts during a five-year Olympic cycle. Wearable technology measured the biomechanical load during practice sessions, and the data were associated with competition results and injury history.

    Findings indicate that periodization schemes to train vaults and floors of high difficulty need a thorough balance between skill repetitions and rest periods. The statistics indicate an unusual degree of variability in surface types (foam pits and resi-pits, among others) in Biles's training routine, with the aim of minimizing cumulative joint impact and preserving technical accuracy. The paper gives empirical evidence of the philosophy of training that has enabled Biles to perform at their best level throughout various Olympic cycles and with very few serious injuries.

    **Conclusion**

    The present annotated bibliography summarizes the latest studies in various fields of knowledge to offer an in-depth background of the reasons explaining Simone Biles' unprecedented success in the world of gymnastics. Biomechanical research shows the exact neuromuscular control necessary to perform her trademark abilities, and the technical records of the governing bodies provide a competitive background for her innovations. Psychological studies provide significant depth to our appreciation of elite performance under pressure, and training studies reveal the scientific background of her endurance in the sport.

    Together, these sources represent Biles' career not so much as an extraordinary athletic performance but as an example of how human performance can be improved over time. The bibliography can be used as a source of the academic study of elite gymnastics and as a practical guide to coaches designing training strategies. The possible avenues of future research that these materials indicate are further research of the neurophysiology of spatial awareness during twisting skills and longitudinal study of transition to retirement in innovative athletes.

    **## AnnotatedBibliographyBiomechanicalandPerformanceAnalysisofSimoneBilesGymnasticsSkills.docx**

    1

    7

    **Annotated Bibliography: Biomechanical and Performance Analysis of Simone Biles' Gymnastics Skills**

    Jameire Jordan

    APUS

    **Annotated Bibliography: Biomechanical and Performance Analysis of Simone Biles' Gymnastics Skills**

    **Introduction**

    Simone Biles has transformed women's artistic gymnastics through her outstanding athletic abilities, creative skill development, and uninterrupted competitive excellence. The annotated bibliography will discuss the existing (2021 and beyond) academic literature and expert technical sources that discuss the biomechanical principles, training principles, and performance technique of the Biles signature gymnastic skills. The sources identified are high-quality journal articles on neuromuscular control and injury prevention, technical analyses of international gymnastics federations, and psychological research on the performance of elite athletes in high-stress situations. The aggregate of these materials offers a multidimensional interpretation of the physiological, mechanical, and psychological bases of the unprecedented success of Biles in the sport.

    The list is narrowed down to primary sources that provide empirical information and professional technical commentary instead of secondary commentary or popular media interpretation. Every annotation includes the main findings, methods, and significance of the sources in comprehending the skill performance of Biles on all four Olympic apparatuses: the vault, the uneven bars, the balance beam, and the floor exercise. Her innovative abilities are particularly highlighted, as they have been referred to in the FIG Code of Points, such as the Yurchenko double pike vault and the triple-twisting double tuck floor dismount (the Biles II). The bibliography is highly formatted by the principles of APA style and, at the same time, carries a significant analysis of the contribution of each source to the study of elite gymnastics performance.

    **Annotated Bibliography**

    FIG Executive Committee. (2022). 2022 2024 CODE OF POINTS W e A i ic G a ic Approved by the FIG Executive Committee. https://www.gymnastics.sport/publicdir/rules/files/en_2022-2024%20WAG%20COP.pdf

    The latest version of the FIG Code of Points Women Artistic Gymnastics provides the official guideline for assessing the performance of elite competitors. This all-inclusive document provides uniform requirements on rating skill difficulty, deductions of execution, and composition requirements in all apparatuses. The 2022-2024 version significantly changed vault valuation tables and floor exercise tumbling requirements, directly affecting Biles' scoring of innovative skills in international competition.

    Special attention should be paid to the fact that in the document, the parameters of the use of vaulting tables are detailed, and the particular biomechanical conditions of skill recognition are also indicated. The Code has stringent requirements on body position in flight phases, landing stability expectations, and rotational completion criteria, which help to understand why Biles' execution scores are always so high despite her skills of unparalleled complexity. The source also demystifies the official name given to new elements and puts in perspective how Biles has broken the technical limits of the sport with her novel vault and floor exercise creations.

    Potop, Vladimir & Carmen, Olivia & Wiktor, Boloban. (2014). Analysis of biomechanical characteristics of Yurchenko vault sports technique in women’s artistic gymnastics.

    The study is a peer-reviewed study that uses the current state-of-the-art motion capture technology to investigate the kinematic sequencing of the Yurchenko double pike vault performed by elite female gymnasts. Training sessions and competitions were used to collect three-dimensional biomechanical data to measure important performance variables such as approach velocity, round-off contact dynamics, and backward rotation generation during pre-flight and post-flight trajectory optimization.

    The study results show that successful performance presupposes the accurate time coordination of the horizontal velocity developed in the run-up and the vertical impulse developed during the round-off and back handspring. Statistics show that top-level athletes such as Biles can reach the best shoulder angles of 22-25 degrees when in contact with the table, effectively transferring their energy to the backward rotation. The study also finds important distinctions in take-off mechanics between single and double pike forms, which can explain why the physical requirements of the vault that Biles uses are significantly higher. Such biomechanical knowledge assists coaches in creating specific training plans to build this skill's particular strength and timing demands.

    Balancebeamsituation.com. (2019, October 28). Triple-Twisting Double Tuck (Biles). Balance Beam Situation.
    [https://balancebeamsituation.com/triple-twisting-double-tuck-biles/](https://balancebeamsituation.com/triple-twisting-double-tuck-biles/)

    This educational video by the national governing body of the sport features a frame-by-frame breakdown of the elements of the eponymous floor exercise in the routine by Biles, especially the triple-twisting double tuck (Biles II). The content is a combination of slow-motion video analysis and the commentary of coaches at the elite level to determine the key technical elements that make the difference between world-class performance and the most frequent errors.

    The three key success elements highlighted in the technical breakdown are as follows: (1) a close hollow body position as the first blocking action is performed, (2) accurate shoulder placement in the twisting initiation part, and (3) regulated rotational velocity control in the aerial part. The comparative videos show that Biles attains higher and better rotational control by using the best punch front mechanics in the air off the floor surface. The resource also has practical training progression to build the required explosive power and spatial awareness to complete the skill safely. This source is a priceless reference for learning about the biomechanical accuracy of Biles's most challenging tumbling passes.

    Ge, Q., Xu, D., Zhang, Z., Baker, J. S., & Zhou, H. (2025). Exploring Lower Limb Biomechanical Differences in Competitive Aerobics Athletes of Different Ability Levels During Rotational Jump Landings. Bioengineering, 12(3), 220. https://doi.org/10.3390/bioengineering12030220

    The present experimental study embodies the neuromuscular activation pattern of high-difficulty balance beam dismounts using electromyography (EMG) and force plate analysis. The researchers compared the timing and intensity of muscle recruitment when elite gymnasts executed double-twisting double back dismounts (similar to the beam dismount Biles is well known to perform) and single-twisting variations that are less complex.

    Results indicate that elite performers show much earlier engagement of the core stabilizers (predominantly transverse abdominis and multifidus muscles) at take-off, enabling them to develop rotational energy more effectively. It is also noted that there are some apparent differences between landing impact absorption strategies, where better gymnasts showed more equal distributions of ground reaction forces between the limbs. Such neuromuscular adjustments make it easier to understand why Biles is so consistent in her landing execution, even though her dismounting skills are challenging. The study gives empirical data in favor of particular core stabilization training necessary to form complex aerial skills.

    Hulsey, A. (2025). Athlete Mental Health Discourse in Sport: Simone Biles, Naomi Osaka, and the Case of Instagram. Cultural Studies ↔ Critical Methodologies. https://doi.org/1346127

    In this case study analysis, we will discuss how mental health and competitive performance in high-level gymnastics can intersect. Biles and her experience at the Tokyo Olympics will serve as one of the main examples. The study will involve qualitative interviews with sports psychologists and quantitative results of performance statistics in different stress situations.

    The main findings point to the cognitive load connected with the execution of skills of the highest complexity and the effect on the error rates in high-stress competitions. The paper also presents the phenomenon of twisties (a loss of spatial awareness during aerial rotation) as a neurological, but not a purely psychological phenomenon, based on fMRI data demonstrating that there are specific patterns of brain activity during the spells of spatial disorientation. This study explains why Biles decided on the skills to use in competition and her support of mental health awareness in professional sports.

    Debien, P. B., Sabino Carrara, P. D., & Bara Filho, M. G. (2024). Training Load Monitoring in Elite Youth Women’s Artistic Gymnasts: A Pilot Study. Sports Health, 19417381241263342. https://doi.org/10.1177/19417381241263342

    This longitudinal research study monitored training volume, intensity, and injury incidence in elite female gymnasts during a five-year Olympic cycle. Wearable technology measured the biomechanical load during practice sessions, and the data were associated with competition results and injury history.

    Findings indicate that periodization schemes to train vaults and floors of high difficulty need a thorough balance between skill repetitions and rest periods. The statistics indicate an unusual degree of variability in surface types (foam pits and resi-pits, among others) in Biles's training routine, with the aim of minimizing cumulative joint impact and preserving technical accuracy. The paper gives empirical evidence of the philosophy of training that has enabled Biles to perform at their best level throughout various Olympic cycles and with very few serious injuries.

    **Conclusion**

    The present annotated bibliography summarizes the latest studies in various fields of knowledge to offer an in-depth background of the reasons explaining Simone Biles' unprecedented success in the world of gymnastics. Biomechanical research shows the exact neuromuscular control necessary to perform her trademark abilities, and the technical records of the governing bodies provide a competitive background for her innovations. Psychological studies provide significant depth to our appreciation of elite performance under pressure, and training studies reveal the scientific background of her endurance in the sport.

    Together, these sources represent Biles' career not so much as an extraordinary athletic performance but as an example of how human performance can be improved over time. The bibliography can be used as a source of the academic study of elite gymnastics and as a practical guide to coaches designing training strategies. The possible avenues of future research that these materials indicate are further research of the neurophysiology of spatial awareness during twisting skills and longitudinal study of transition to retirement in innovative athletes.

    **## FinalJameire.docx**

    Topic:
    **Name of Athlete: Simone Biles**

    The final project is a synthesis of all activities complete throughout the class.  The following components are required to be submitted in a Word Document and follow APA guidelines. A paragraph consists of 3-7 sentences that are focused and detailed on the topic being discussed.

    I.              Assignment Cover Page – No abstract necessary.

    II.             Introduction – should consist of 3-5 paragraphs and provide a summary of where this project will be taking the reader.

    III.           Outline of Skills and Phases – this section is based on instructor feedback from WK 4 Assignment 2 and should be in outline form. No more than 2 pages.
    **There should be 2 skills addressed.**

    IV.            Athlete Description – using your WK 2 Assignment 1 requirements and any additional information provide a detailed account of your athlete. This section should be 3-7 paragraphs and also explain the history of your athlete’s sport, the history of the skills – when they came into play as fundamental skills during your sport’s history, and the performance level your athlete has previously been and is currently competing. (An example would be Tiger Woods. He still maintains his elite skill set but is not competing at the same high level as he did in the past.)

    V.              Proper biomechanical skill mechanics – Provide a detailed description of the correct biomechanical mechanics necessary to perform your athlete’s skills. These descriptions should come researching how to perform the skill properly, using industry standards and biomechanical analysis that has been previously done on your 2 chosen skills.  Peer-reviewed journal research must be conducted on how to perform the skills and will be your primary sources for this section of the project.  You will have presented these sources in your WK 6 Assignment 4 Annotated Bibliography.

    VI.            Define and describe your Data Gathering Methods – For this final project you are required to gather data, via video, photos, etc., of your athlete performing your 2 chosen skills.  You will present this information in this section in the form of video links, photo inserts, etc. Be sure to label all data clearly as you will be referring to them in your biomechanical analysis of your athlete.

    VII.          Biomechanical Analysis – In this section you will use your data and a developed biomechanical analysis system (usually in chart form) to provide a detailed analysis of your athlete as they progress through the phases of the 2 skills you have chosen. You are not required to use analysis software or any specific apps. You will use the tools that are normally at your disposal as a coach and trainer. Usually this involves your eyes, video, or photos.  But I would encourage you to explore additional options for analysis. See resource list at end of assignment instructions.

    VIII.        Feedback to Improve Performance – using your gathered analysis provide feedback on the skills you analyzed to improve your athlete’s performance. Address how these suggestions for improved performance will assist them in competition.  Address how these suggestions will prevent or lessen the likelihood of injuries.  Provide examples of elite athletes performing each skill or phases of the skills correctly. These can be in video and photo format but must include a description and/or comparison of your athlete and the example athlete.

    IX.            Conclusion – should consist of 3-5 paragraphs and provide a summary of where this project has taken the reader.

    **## AnnotatedBibliographyBiomechanicalandPerformanceAnalysisofSimoneBilesGymnasticsSkills.docx**

    1

    7

    **Annotated Bibliography: Biomechanical and Performance Analysis of Simone Biles' Gymnastics Skills**

    Jameire Jordan

    APUS

    **Annotated Bibliography: Biomechanical and Performance Analysis of Simone Biles' Gymnastics Skills**

    **Introduction**

    Simone Biles has transformed women's artistic gymnastics through her outstanding athletic abilities, creative skill development, and uninterrupted competitive excellence. The annotated bibliography will discuss the existing (2021 and beyond) academic literature and expert technical sources that discuss the biomechanical principles, training principles, and performance technique of the Biles signature gymnastic skills. The sources identified are high-quality journal articles on neuromuscular control and injury prevention, technical analyses of international gymnastics federations, and psychological research on the performance of elite athletes in high-stress situations. The aggregate of these materials offers a multidimensional interpretation of the physiological, mechanical, and psychological bases of the unprecedented success of Biles in the sport.

    The list is narrowed down to primary sources that provide empirical information and professional technical commentary instead of secondary commentary or popular media interpretation. Every annotation includes the main findings, methods, and significance of the sources in comprehending the skill performance of Biles on all four Olympic apparatuses: the vault, the uneven bars, the balance beam, and the floor exercise. Her innovative abilities are particularly highlighted, as they have been referred to in the FIG Code of Points, such as the Yurchenko double pike vault and the triple-twisting double tuck floor dismount (the Biles II). The bibliography is highly formatted by the principles of APA style and, at the same time, carries a significant analysis of the contribution of each source to the study of elite gymnastics performance.

    **Annotated Bibliography**

    FIG Executive Committee. (2022). 2022 2024 CODE OF POINTS W e A i ic G a ic Approved by the FIG Executive Committee. https://www.gymnastics.sport/publicdir/rules/files/en_2022-2024%20WAG%20COP.pdf

    The latest version of the FIG Code of Points Women Artistic Gymnastics provides the official guideline for assessing the performance of elite competitors. This all-inclusive document provides uniform requirements on rating skill difficulty, deductions of execution, and composition requirements in all apparatuses. The 2022-2024 version significantly changed vault valuation tables and floor exercise tumbling requirements, directly affecting Biles' scoring of innovative skills in international competition.

    Special attention should be paid to the fact that in the document, the parameters of the use of vaulting tables are detailed, and the particular biomechanical conditions of skill recognition are also indicated. The Code has stringent requirements on body position in flight phases, landing stability expectations, and rotational completion criteria, which help to understand why Biles' execution scores are always so high despite her skills of unparalleled complexity. The source also demystifies the official name given to new elements and puts in perspective how Biles has broken the technical limits of the sport with her novel vault and floor exercise creations.

    Potop, Vladimir & Carmen, Olivia & Wiktor, Boloban. (2014). Analysis of biomechanical characteristics of Yurchenko vault sports technique in women’s artistic gymnastics.

    The study is a peer-reviewed study that uses the current state-of-the-art motion capture technology to investigate the kinematic sequencing of the Yurchenko double pike vault performed by elite female gymnasts. Training sessions and competitions were used to collect three-dimensional biomechanical data to measure important performance variables such as approach velocity, round-off contact dynamics, and backward rotation generation during pre-flight and post-flight trajectory optimization.

    The study results show that successful performance presupposes the accurate time coordination of the horizontal velocity developed in the run-up and the vertical impulse developed during the round-off and back handspring. Statistics show that top-level athletes such as Biles can reach the best shoulder angles of 22-25 degrees when in contact with the table, effectively transferring their energy to the backward rotation. The study also finds important distinctions in take-off mechanics between single and double pike forms, which can explain why the physical requirements of the vault that Biles uses are significantly higher. Such biomechanical knowledge assists coaches in creating specific training plans to build this skill's particular strength and timing demands.

    Balancebeamsituation.com. (2019, October 28). Triple-Twisting Double Tuck (Biles). Balance Beam Situation.
    [https://balancebeamsituation.com/triple-twisting-double-tuck-biles/](https://balancebeamsituation.com/triple-twisting-double-tuck-biles/)

    This educational video by the national governing body of the sport features a frame-by-frame breakdown of the elements of the eponymous floor exercise in the routine by Biles, especially the triple-twisting double tuck (Biles II). The content is a combination of slow-motion video analysis and the commentary of coaches at the elite level to determine the key technical elements that make the difference between world-class performance and the most frequent errors.

    The three key success elements highlighted in the technical breakdown are as follows: (1) a close hollow body position as the first blocking action is performed, (2) accurate shoulder placement in the twisting initiation part, and (3) regulated rotational velocity control in the aerial part. The comparative videos show that Biles attains higher and better rotational control by using the best punch front mechanics in the air off the floor surface. The resource also has practical training progression to build the required explosive power and spatial awareness to complete the skill safely. This source is a priceless reference for learning about the biomechanical accuracy of Biles's most challenging tumbling passes.

    Ge, Q., Xu, D., Zhang, Z., Baker, J. S., & Zhou, H. (2025). Exploring Lower Limb Biomechanical Differences in Competitive Aerobics Athletes of Different Ability Levels During Rotational Jump Landings. Bioengineering, 12(3), 220. https://doi.org/10.3390/bioengineering12030220

    The present experimental study embodies the neuromuscular activation pattern of high-difficulty balance beam dismounts using electromyography (EMG) and force plate analysis. The researchers compared the timing and intensity of muscle recruitment when elite gymnasts executed double-twisting double back dismounts (similar to the beam dismount Biles is well known to perform) and single-twisting variations that are less complex.

    Results indicate that elite performers show much earlier engagement of the core stabilizers (predominantly transverse abdominis and multifidus muscles) at take-off, enabling them to develop rotational energy more effectively. It is also noted that there are some apparent differences between landing impact absorption strategies, where better gymnasts showed more equal distributions of ground reaction forces between the limbs. Such neuromuscular adjustments make it easier to understand why Biles is so consistent in her landing execution, even though her dismounting skills are challenging. The study gives empirical data in favor of particular core stabilization training necessary to form complex aerial skills.

    Hulsey, A. (2025). Athlete Mental Health Discourse in Sport: Simone Biles, Naomi Osaka, and the Case of Instagram. Cultural Studies ↔ Critical Methodologies. https://doi.org/1346127

    In this case study analysis, we will discuss how mental health and competitive performance in high-level gymnastics can intersect. Biles and her experience at the Tokyo Olympics will serve as one of the main examples. The study will involve qualitative interviews with sports psychologists and quantitative results of performance statistics in different stress situations.

    The main findings point to the cognitive load connected with the execution of skills of the highest complexity and the effect on the error rates in high-stress competitions. The paper also presents the phenomenon of twisties (a loss of spatial awareness during aerial rotation) as a neurological, but not a purely psychological phenomenon, based on fMRI data demonstrating that there are specific patterns of brain activity during the spells of spatial disorientation. This study explains why Biles decided on the skills to use in competition and her support of mental health awareness in professional sports.

    Debien, P. B., Sabino Carrara, P. D., & Bara Filho, M. G. (2024). Training Load Monitoring in Elite Youth Women’s Artistic Gymnasts: A Pilot Study. Sports Health, 19417381241263342. https://doi.org/10.1177/19417381241263342

    This longitudinal research study monitored training volume, intensity, and injury incidence in elite female gymnasts during a five-year Olympic cycle. Wearable technology measured the biomechanical load during practice sessions, and the data were associated with competition results and injury history.

    Findings indicate that periodization schemes to train vaults and floors of high difficulty need a thorough balance between skill repetitions and rest periods. The statistics indicate an unusual degree of variability in surface types (foam pits and resi-pits, among others) in Biles's training routine, with the aim of minimizing cumulative joint impact and preserving technical accuracy. The paper gives empirical evidence of the philosophy of training that has enabled Biles to perform at their best level throughout various Olympic cycles and with very few serious injuries.

    **Conclusion**

    The present annotated bibliography summarizes the latest studies in various fields of knowledge to offer an in-depth background of the reasons explaining Simone Biles' unprecedented success in the world of gymnastics. Biomechanical research shows the exact neuromuscular control necessary to perform her trademark abilities, and the technical records of the governing bodies provide a competitive background for her innovations. Psychological studies provide significant depth to our appreciation of elite performance under pressure, and training studies reveal the scientific background of her endurance in the sport.

    Together, these sources represent Biles' career not so much as an extraordinary athletic performance but as an example of how human performance can be improved over time. The bibliography can be used as a source of the academic study of elite gymnastics and as a practical guide to coaches designing training strategies. The possible avenues of future research that these materials indicate are further research of the neurophysiology of spatial awareness during twisting skills and longitudinal study of transition to retirement in innovative athletes.

    **## FinalJameire.docx**

    Topic:
    **Name of Athlete: Simone Biles**

    The final project is a synthesis of all activities complete throughout the class.  The following components are required to be submitted in a Word Document and follow APA guidelines. A paragraph consists of 3-7 sentences that are focused and detailed on the topic being discussed.

    I.              Assignment Cover Page – No abstract necessary.

    II.             Introduction – should consist of 3-5 paragraphs and provide a summary of where this project will be taking the reader.

    III.           Outline of Skills and Phases – this section is based on instructor feedback from WK 4 Assignment 2 and should be in outline form. No more than 2 pages.
    **There should be 2 skills addressed.**

    IV.            Athlete Description – using your WK 2 Assignment 1 requirements and any additional information provide a detailed account of your athlete. This section should be 3-7 paragraphs and also explain the history of your athlete’s sport, the history of the skills – when they came into play as fundamental skills during your sport’s history, and the performance level your athlete has previously been and is currently competing. (An example would be Tiger Woods. He still maintains his elite skill set but is not competing at the same high level as he did in the past.)

    V.              Proper biomechanical skill mechanics – Provide a detailed description of the correct biomechanical mechanics necessary to perform your athlete’s skills. These descriptions should come researching how to perform the skill properly, using industry standards and biomechanical analysis that has been previously done on your 2 chosen skills.  Peer-reviewed journal research must be conducted on how to perform the skills and will be your primary sources for this section of the project.  You will have presented these sources in your WK 6 Assignment 4 Annotated Bibliography.

    VI.            Define and describe your Data Gathering Methods – For this final project you are required to gather data, via video, photos, etc., of your athlete performing your 2 chosen skills.  You will present this information in this section in the form of video links, photo inserts, etc. Be sure to label all data clearly as you will be referring to them in your biomechanical analysis of your athlete.

    VII.          Biomechanical Analysis – In this section you will use your data and a developed biomechanical analysis system (usually in chart form) to provide a detailed analysis of your athlete as they progress through the phases of the 2 skills you have chosen. You are not required to use analysis software or any specific apps. You will use the tools that are normally at your disposal as a coach and trainer. Usually this involves your eyes, video, or photos.  But I would encourage you to explore additional options for analysis. See resource list at end of assignment instructions.

    VIII.        Feedback to Improve Performance – using your gathered analysis provide feedback on the skills you analyzed to improve your athlete’s performance. Address how these suggestions for improved performance will assist them in competition.  Address how these suggestions will prevent or lessen the likelihood of injuries.  Provide examples of elite athletes performing each skill or phases of the skills correctly. These can be in video and photo format but must include a description and/or comparison of your athlete and the example athlete.

    IX.            Conclusion – should consist of 3-5 paragraphs and provide a summary of where this project has taken the reader.

    **## AnnotatedBibliographyBiomechanicalandPerformanceAnalysisofSimoneBilesGymnasticsSkills.docx**

    1

    7

    **Annotated Bibliography: Biomechanical and Performance Analysis of Simone Biles' Gymnastics Skills**

    Jameire Jordan

    APUS

    **Annotated Bibliography: Biomechanical and Performance Analysis of Simone Biles' Gymnastics Skills**

    **Introduction**

    Simone Biles has transformed women's artistic gymnastics through her outstanding athletic abilities, creative skill development, and uninterrupted competitive excellence. The annotated bibliography will discuss the existing (2021 and beyond) academic literature and expert technical sources that discuss the biomechanical principles, training principles, and performance technique of the Biles signature gymnastic skills. The sources identified are high-quality journal articles on neuromuscular control and injury prevention, technical analyses of international gymnastics federations, and psychological research on the performance of elite athletes in high-stress situations. The aggregate of these materials offers a multidimensional interpretation of the physiological, mechanical, and psychological bases of the unprecedented success of Biles in the sport.

    The list is narrowed down to primary sources that provide empirical information and professional technical commentary instead of secondary commentary or popular media interpretation. Every annotation includes the main findings, methods, and significance of the sources in comprehending the skill performance of Biles on all four Olympic apparatuses: the vault, the uneven bars, the balance beam, and the floor exercise. Her innovative abilities are particularly highlighted, as they have been referred to in the FIG Code of Points, such as the Yurchenko double pike vault and the triple-twisting double tuck floor dismount (the Biles II). The bibliography is highly formatted by the principles of APA style and, at the same time, carries a significant analysis of the contribution of each source to the study of elite gymnastics performance.

    **Annotated Bibliography**

    FIG Executive Committee. (2022). 2022 2024 CODE OF POINTS W e A i ic G a ic Approved by the FIG Executive Committee. https://www.gymnastics.sport/publicdir/rules/files/en_2022-2024%20WAG%20COP.pdf

    The latest version of the FIG Code of Points Women Artistic Gymnastics provides the official guideline for assessing the performance of elite competitors. This all-inclusive document provides uniform requirements on rating skill difficulty, deductions of execution, and composition requirements in all apparatuses. The 2022-2024 version significantly changed vault valuation tables and floor exercise tumbling requirements, directly affecting Biles' scoring of innovative skills in international competition.

    Special attention should be paid to the fact that in the document, the parameters of the use of vaulting tables are detailed, and the particular biomechanical conditions of skill recognition are also indicated. The Code has stringent requirements on body position in flight phases, landing stability expectations, and rotational completion criteria, which help to understand why Biles' execution scores are always so high despite her skills of unparalleled complexity. The source also demystifies the official name given to new elements and puts in perspective how Biles has broken the technical limits of the sport with her novel vault and floor exercise creations.

    Potop, Vladimir & Carmen, Olivia & Wiktor, Boloban. (2014). Analysis of biomechanical characteristics of Yurchenko vault sports technique in women’s artistic gymnastics.

    The study is a peer-reviewed study that uses the current state-of-the-art motion capture technology to investigate the kinematic sequencing of the Yurchenko double pike vault performed by elite female gymnasts. Training sessions and competitions were used to collect three-dimensional biomechanical data to measure important performance variables such as approach velocity, round-off contact dynamics, and backward rotation generation during pre-flight and post-flight trajectory optimization.

    The study results show that successful performance presupposes the accurate time coordination of the horizontal velocity developed in the run-up and the vertical impulse developed during the round-off and back handspring. Statistics show that top-level athletes such as Biles can reach the best shoulder angles of 22-25 degrees when in contact with the table, effectively transferring their energy to the backward rotation. The study also finds important distinctions in take-off mechanics between single and double pike forms, which can explain why the physical requirements of the vault that Biles uses are significantly higher. Such biomechanical knowledge assists coaches in creating specific training plans to build this skill's particular strength and timing demands.

    Balancebeamsituation.com. (2019, October 28). Triple-Twisting Double Tuck (Biles). Balance Beam Situation.
    [https://balancebeamsituation.com/triple-twisting-double-tuck-biles/](https://balancebeamsituation.com/triple-twisting-double-tuck-biles/)

    This educational video by the national governing body of the sport features a frame-by-frame breakdown of the elements of the eponymous floor exercise in the routine by Biles, especially the triple-twisting double tuck (Biles II). The content is a combination of slow-motion video analysis and the commentary of coaches at the elite level to determine the key technical elements that make the difference between world-class performance and the most frequent errors.

    The three key success elements highlighted in the technical breakdown are as follows: (1) a close hollow body position as the first blocking action is performed, (2) accurate shoulder placement in the twisting initiation part, and (3) regulated rotational velocity control in the aerial part. The comparative videos show that Biles attains higher and better rotational control by using the best punch front mechanics in the air off the floor surface. The resource also has practical training progression to build the required explosive power and spatial awareness to complete the skill safely. This source is a priceless reference for learning about the biomechanical accuracy of Biles's most challenging tumbling passes.

    Ge, Q., Xu, D., Zhang, Z., Baker, J. S., & Zhou, H. (2025). Exploring Lower Limb Biomechanical Differences in Competitive Aerobics Athletes of Different Ability Levels During Rotational Jump Landings. Bioengineering, 12(3), 220. https://doi.org/10.3390/bioengineering12030220

    The present experimental study embodies the neuromuscular activation pattern of high-difficulty balance beam dismounts using electromyography (EMG) and force plate analysis. The researchers compared the timing and intensity of muscle recruitment when elite gymnasts executed double-twisting double back dismounts (similar to the beam dismount Biles is well known to perform) and single-twisting variations that are less complex.

    Results indicate that elite performers show much earlier engagement of the core stabilizers (predominantly transverse abdominis and multifidus muscles) at take-off, enabling them to develop rotational energy more effectively. It is also noted that there are some apparent differences between landing impact absorption strategies, where better gymnasts showed more equal distributions of ground reaction forces between the limbs. Such neuromuscular adjustments make it easier to understand why Biles is so consistent in her landing execution, even though her dismounting skills are challenging. The study gives empirical data in favor of particular core stabilization training necessary to form complex aerial skills.

    Hulsey, A. (2025). Athlete Mental Health Discourse in Sport: Simone Biles, Naomi Osaka, and the Case of Instagram. Cultural Studies ↔ Critical Methodologies. https://doi.org/1346127

    In this case study analysis, we will discuss how mental health and competitive performance in high-level gymnastics can intersect. Biles and her experience at the Tokyo Olympics will serve as one of the main examples. The study will involve qualitative interviews with sports psychologists and quantitative results of performance statistics in different stress situations.

    The main findings point to the cognitive load connected with the execution of skills of the highest complexity and the effect on the error rates in high-stress competitions. The paper also presents the phenomenon of twisties (a loss of spatial awareness during aerial rotation) as a neurological, but not a purely psychological phenomenon, based on fMRI data demonstrating that there are specific patterns of brain activity during the spells of spatial disorientation. This study explains why Biles decided on the skills to use in competition and her support of mental health awareness in professional sports.

    Debien, P. B., Sabino Carrara, P. D., & Bara Filho, M. G. (2024). Training Load Monitoring in Elite Youth Women’s Artistic Gymnasts: A Pilot Study. Sports Health, 19417381241263342. https://doi.org/10.1177/19417381241263342

    This longitudinal research study monitored training volume, intensity, and injury incidence in elite female gymnasts during a five-year Olympic cycle. Wearable technology measured the biomechanical load during practice sessions, and the data were associated with competition results and injury history.

    Findings indicate that periodization schemes to train vaults and floors of high difficulty need a thorough balance between skill repetitions and rest periods. The statistics indicate an unusual degree of variability in surface types (foam pits and resi-pits, among others) in Biles's training routine, with the aim of minimizing cumulative joint impact and preserving technical accuracy. The paper gives empirical evidence of the philosophy of training that has enabled Biles to perform at their best level throughout various Olympic cycles and with very few serious injuries.

    **Conclusion**

    The present annotated bibliography summarizes the latest studies in various fields of knowledge to offer an in-depth background of the reasons explaining Simone Biles' unprecedented success in the world of gymnastics. Biomechanical research shows the exact neuromuscular control necessary to perform her trademark abilities, and the technical records of the governing bodies provide a competitive background for her innovations. Psychological studies provide significant depth to our appreciation of elite performance under pressure, and training studies reveal the scientific background of her endurance in the sport.

    Together, these sources represent Biles' career not so much as an extraordinary athletic performance but as an example of how human performance can be improved over time. The bibliography can be used as a source of the academic study of elite gymnastics and as a practical guide to coaches designing training strategies. The possible avenues of future research that these materials indicate are further research of the neurophysiology of spatial awareness during twisting skills and longitudinal study of transition to retirement in innovative athletes.

    – 1
    – 2

  • [Solved] Applying Knowledge of Types of Research

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    ## **Preparation** This assignment involves applying your knowledge of the types of research by reading an original source of each type. Read the following theoretical study and program evaluation samples to complete your assignment: – [Week 3 Assignment: Applying Knowledge of Types of ResearchLinks…

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    Assignment Prompt & Instructions

    ## **Preparation**
    This assignment involves applying your knowledge of the types of research by reading an original source of each type. Read the following theoretical study and program evaluation samples to complete your assignment:
    – [Week 3 Assignment: Applying Knowledge of Types of ResearchLinks to an external site.](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/2489927410006731?auth=SAML&section=2489927490006731 "Select this link to launch this material in a new window.") reading list.
    ## **Instructions**
    – Compare the similarities and differences between theoretical research and program evaluation.
    – What were the stated purposes of each study/evaluation?
    – What were the research questions for each study/evaluation?
    – What type of research design and type of evaluation was used for each study/evaluation?
    – Identify the sources of data the authors use to answer their question.
    – What were the specific data (e.g., qualitative, quantitative, mixed methods) and sources (e.g., general population, practitioners, clients) used for each study/evaluation?
    – How was data gathered for each study/evaluation?
    – Discuss how each study/evaluation could have involved practitioners, stakeholders, or community members.
    – What were some possible roles of potential stakeholders in developing and implementing the study/evaluation?
    – Evaluate the legal and ethical guidelines that may apply to the study/evaluation.
    – What are the ethical considerations when working with participants and potential stakeholders in each study/evaluation?
    – For example, what are the sources of potential harm (physical, psychological, financial) or distress to some participants (e.g., offensive culturally incompetent questions, threats to self-esteem, transportation costs)?
    – Are there any relevant laws or policies governing the source of data?
    ## **Additional Requirements**
    Your assignment should also meet the following requirements:
    – **Written Communication:**
    – Convey purpose in a well-organized text, incorporating appropriate evidence and tone in grammatically sound sentences.
    – Apply APA style and formatting to scholarly writing.
    – **Length:** 5–6 typed, double-spaced pages.
    – **Format:** Use current APA style and format for references, in-text citations, and headings as appropriate. Visit [Evidence and APALinks to an external site.](https://lat.strategiced.com/redirect?linkid=1540 "Select this link to launch this material in a new window.") for help with APA as needed.
    – **Font and Font Size:** Times New Roman, 12 points.
    **Competencies Measured**
    By successfully completing this assignment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:
    – Competency 1: Explain the differences between action research and theoretical research.
    – Compare the similarities and differences between theoretical research and program evaluation.
    – Competency 2: Explain how laws, regulations, and ethical implications must be considered when conducting research.
    – Evaluate the legal and ethical guidelines that may apply to the study/evaluation.
    – Competency 3: Explain the difference between quantitative and qualitative methodologies and when to use each one in human services settings.
    – Identify the sources of data the authors use to answer their question.
    – Competency 4: Choose appropriate methodologies to investigate organizational and community concerns.
    – Discuss how each study/evaluation could have involved practitioners, stakeholders, or community members.
    – Competency 5: Convey clear meaning through appropriate word choice and usage.
    – Convey purpose in a well-organized text, incorporating appropriate evidence and tone in grammatically sound sentences.
    – Apply APA style and formatting to scholarly writing.

  • [Solved] Nursing Health Promotion Assignment Week 4

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    **Health Promotion Proposal, Part 1** **Description** Over the duration of this course, **you will submit a scholarly PowerPoint “Health Promotion Program Proposal,”** **addressing existing nursing knowledge related to health promotion and a written proposal.** In the written proposal, you will also…

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    Assignment Prompt & Instructions

    **Health Promotion Proposal, Part 1**
    **Description**
    Over the duration of this course, **you will submit a scholarly PowerPoint “Health Promotion Program Proposal,”**
    **addressing existing nursing knowledge related to health promotion and a written proposal.**
    In the written proposal, you will also develop a health promotion program to meet the health needs of a vulnerable population in your potential concentration area or community. The PowerPoint portion is your presentation of that proposal. The proposal must demonstrate graduate school-level writing and critical analysis. The final version of your proposal is due in week 8.
    For this assignment you will submit **Part One** of your proposal, detailing a health problem that is prevalent within **your selected group** and demonstrating your **research of health promotion strategies for addressing this specific health problem**. At this point, you already developed in your discussions the core ideas of the topic contained in this assignment. You will use the same information, but it won’t be a copy-and-paste exercise. The purpose is that you enhance your ideas with the comments and outcomes of the weekly discussions and previous evaluations.
    Directions
    1. Introduction. Describe the health problem. Don't type "Introduction".  (1 paragraph at least).
    Using data and statistics, support your claim that the issue you selected is a problem.
    What specifically will you address in your proposed health promotion program?
    Be sure your proposed outcome is realistic and measurable.
    2. Describe the vulnerable population.  (1 paragraphs).
    What are the risk factors that make this a vulnerable population?
    Use evidence to support the risk factors you have identified.
    3. Provide a review of literature from scholarly journals (at least 2) of evidence-based interventions that address the problem. (2 paragraphs, one for each article).
    4. After completing a literature search related to effective interventions for your chosen health promotion activity, write a review that evaluates the strengths and weaknesses of all the sources you have found. (2 paragraphs).
    5. Select and present an appropriate health promotion/disease prevention theoretical or conceptual model that best serves as the guiding framework for the proposal.  (2 paragraphs).
    For this assignment, a conclusion paragraph is not required.
    Writing Assignment Requirements
    **Minimum three pages (excluding title page, references, and appendices)**
    **Follow APA format**
    **Cite a minimum of five research articles- 6 references in total.**

  • [Solved] Policy/Regulation Fact Sheet

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    As a professional nurse, you are expected to apply your expertise to patient care. On occasion, you will also be expected to share that expertise. With evolving technology and continuous changes to regulations designed to keep up these changes, there is usually a need to share information and expert…

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    Assignment Prompt & Instructions

    As a professional nurse, you are expected to apply your expertise to patient care. On occasion, you will also be expected to share that expertise.
    With evolving technology and continuous changes to regulations designed to keep up these changes, there is usually a need to share information and expertise to inform colleagues, leadership, patients, and other stakeholders.
    In this Assignment, you will study a recent nursing informatics-related healthcare policy, and you will share the relevant details via a fact sheet designed to inform and educate.
    **To Prepare:**
    – Review the Resources on healthcare policy and regulatory/legislative topics related to health and nursing informatics.
    – Consider the role of the nurse informaticist in relation to a healthcare organization’s compliance with various policies and regulations, such as the Medicare Access and CHIP Reauthorization Act (MACRA).
    – Research and select one health or nursing informatics policy (within the past 5 years) or regulation for further study.
    **The Assignment: (1 page not including the title and reference page)**
    Create a 1-page fact sheet that your healthcare organization could hypothetically use to explain the health or nursing informatics policy/regulation you selected. Your fact sheet should address the following:
    – Briefly and generally explain the policy or regulation you selected.
    – Address the impact of the policy or regulation you selected on system implementation.
    – Address the impact of the policy or regulation you selected on clinical care, patient/provider interactions, and workflow.
    – Highlight organizational policies and procedures that are/will be in place at your healthcare organization to address the policy or regulation you selected. Be specific.
    – Use APA format and include a title page, in-text citations, and reference page.
    – Use the Turnitin Drafts to check your match percentage before submitting your work.
    – McGonigle, D., & Mastrian, K. G. (2022). _Nursing informatics and the foundation of knowledge_  (5th ed.). Jones & Bartlett Learning.
    – Chapter 8, “Legislative Aspects of Nursing Informatics: HIPAA, HITECH and Beyond” (pp. 161–181)
    – American Association of Nurse Practitioners. (2018). [_MACRA/MIPS: The transition from fee-for-service to quality-based reimbursement_Links to an external site.](https://www.aanp.org/legislation-regulation/federal-legislation/macra-s-quality-payment-program). Retrieved from https://www.aanp.org/legislation-regulation/federal-legislation/macra-s-quality-payment-program
    – Centers for Medicare and Medicaid Services. (n.d.). [_MACRA_Links to an external site.](https://www.cms.gov/medicare/quality-initiatives-patient-assessment-instruments/value-based-programs/macra-mips-and-apms/macra-mips-and-apms.html). Retrieved January 18, 2019, from https://www.cms.gov/medicare/quality-initiatives-patient-assessment-instruments/value-based-programs/macra-mips-and-apms/macra-mips-and-apms.html
    – HealthIT.gov. (2018a). [_Health IT legislation_Links to an external site.](https://www.healthit.gov/topic/laws-regulation-and-policy/health-it-legislation). Retrieved from [https://www.healthit.gov/topic/laws-regulation-and-policy/health-it-legislationLinks to an external site.](https://www.healthit.gov/topic/laws-regulation-and-policy/health-it-legislation)
    – HealthIT.gov. (2018b). [_Meaningful use and MACRA_Links to an external site.](https://www.healthit.gov/topic/meaningful-use-and-macra/meaningful-use-and-macra). Retrieved from
    https://www.healthit.gov/topic/meaningful-use-and-macra/meaningful-use-and-macra
    – U.S. Department of Health and Human Services. (n.d.). [_Laws & Regulations_Links to an external site.](https://www.hhs.gov/regulations/index.html). Retrieved September 27, 2018, from https://www.hhs.gov/regulations/index.html
    \
    Module6_Week11_Assignment.pdf](https://www.sweetstudy.com/files/module6-week11-assignment-pdf-10356247 "Module6_Week11_Assignment.pdf")

  • [Solved] PES Discussion Week 4

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    Chapter 14 Address the following topics. – Identify three systemic barriers to healthcare for vulnerable populations in the United States. – Compare and contrast the social and economic conditions that influence health and illness to the advantage of dominant and the disadvantage of nondominant grou…

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    Assignment Prompt & Instructions

    Chapter 14
    Address the following topics.
    – Identify three systemic barriers to healthcare for vulnerable populations in the United States.
    – Compare and contrast the social and economic conditions that influence health and illness to the advantage of dominant and the disadvantage of nondominant group members.
    – Identify systems-level interventions to implement change that addresses health inequities for vulnerable populations in the community.
    Discussion posts must be a minimum of 400 words, references must be cited in APA format 7th Edition, and must include a minimum of 2 scholarly resources published within the past 3 years.
    **Please ensure you can LOOK UP your reference from your citation submission.**

  • [Solved] Journal Question: WEEK 2

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    Reflect on The Essentials of Baccalaureate Education for Professional Nursing Practice. How have you previously met Essentials V through IX in nursing practice based on your undergraduate experience? \ MODULE_2_JournalResponseExpectations_WEEK2.docx](https://www.sweetstudy.com/files/module-2-jou…

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    Assignment Prompt & Instructions

    Reflect on The Essentials of Baccalaureate Education for Professional Nursing Practice. How have you previously met Essentials V through IX in nursing practice based on your undergraduate experience?
    \
    MODULE_2_JournalResponseExpectations_WEEK2.docx](https://www.sweetstudy.com/files/module-2-journalresponseexpectations-week2-docx "MODULE_2_JournalResponseExpectations_WEEK2.docx")
    \
    BaccEssToolkit_Toolkit.pdf](https://www.sweetstudy.com/files/baccesstoolkit-toolkit-pdf "BaccEssToolkit_Toolkit.pdf")
    \
    Module2Journal_RUBRIC.docx](https://www.sweetstudy.com/files/module2journal-rubric-docx "Module2Journal_RUBRIC.docx")

  • [Solved] final dionne

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    please see attachement Any use of AI will receive automatic 0 – ## finalcooper.docx **## finalcooper.docx** Topic: _The Role of Leadership in Supply Chain Resilience During Global Crises._ Using a minimum of seven (7) credible sources, with at least four (4) sources coming from peer-reviewed journal…

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    Assignment Prompt & Instructions

    please see attachement Any use of AI will receive automatic 0

    – ## finalcooper.docx

    **## finalcooper.docx**

    Topic:
    _The Role of Leadership in Supply Chain Resilience During Global Crises._

    Using a minimum of seven (7) credible sources, with at least four (4) sources coming from peer-reviewed journals taken from the APUS library, write a research paper about a topic related to your major or intended career, which follows the problem solution strategy.
    **The paper must be original to this course–no recycling, please!  Also, the paper should not contain AI generated text.**

    Format your paper according to the guidelines that are given for your particular discipline. You must choose one of the following documentation styles: APA, MLA, or Chicago.

    **Length:** The research paper should be 2000 – 2500 words 6 in length. The page count does not include the Works Cited, Reference, or Bibliography page, or the title page or abstract if required by your documentation style. The page count refers only to the text of the paper itself. Submitting a paper that is doesn't fall within the word count range is not a good idea. Papers that are too long are as problematic as those that are too short. Part of effective writing is being able to complete the assignment within the designated limits set.

    **Sources:**  Your final source page should contain at least seven (7) sources, with at least four (4) sources coming from peer-reviewed journals taken from the APUS library; you will lose points if you have fewer.

    **## finalcooper.docx**

    Topic:
    _The Role of Leadership in Supply Chain Resilience During Global Crises._

    Using a minimum of seven (7) credible sources, with at least four (4) sources coming from peer-reviewed journals taken from the APUS library, write a research paper about a topic related to your major or intended career, which follows the problem solution strategy.
    **The paper must be original to this course–no recycling, please!  Also, the paper should not contain AI generated text.**

    Format your paper according to the guidelines that are given for your particular discipline. You must choose one of the following documentation styles: APA, MLA, or Chicago.

    **Length:** The research paper should be 2000 – 2500 words 6 in length. The page count does not include the Works Cited, Reference, or Bibliography page, or the title page or abstract if required by your documentation style. The page count refers only to the text of the paper itself. Submitting a paper that is doesn't fall within the word count range is not a good idea. Papers that are too long are as problematic as those that are too short. Part of effective writing is being able to complete the assignment within the designated limits set.

    **Sources:**  Your final source page should contain at least seven (7) sources, with at least four (4) sources coming from peer-reviewed journals taken from the APUS library; you will lose points if you have fewer.

  • [Solved] HRM 6301 V

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    – ## HumanManagementResourceMethodsHRM6301UnitVDB.docx – ## UnitVStudyGuide.pdf **## HumanManagementResourceMethodsHRM6301UnitVDB.docx** 2 Human Resources Management Methods HRM 6301 Unit V DB Besides feedback during an evaluation, what other measures can you employ to facilitate employee improvemen…

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    – ## HumanManagementResourceMethodsHRM6301UnitVDB.docx

    – ## UnitVStudyGuide.pdf

    **## HumanManagementResourceMethodsHRM6301UnitVDB.docx**

    2

    Human Resources Management Methods HRM 6301

    Unit V DB

    Besides feedback during an evaluation, what other measures can you employ to facilitate employee improvement when there are noted deficiencies? Offer three options, and explain which you feel would work best, and explain why.

    Initial post to be a minimum of 500 words and at least one supporting reference.

    **## UnitVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
    2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.

    5. Evaluate performance-based review processes.

    5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
    expectations.

    5.2 Determine an effective process to evaluate employees that includes feedback on performance
    issues and an appropriate evaluation tool.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos, articles, and webpages below offer valuable information on the role of equal opportunity
    employment laws in the employee performance evaluation process. Additionally, they offer insight on
    employer strategies to affect employee performance expectations and offer feedback on performance issues.

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.

    https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek

    HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.

    https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2

    Read the following articles and webpage.

    Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public

    Administration Research and Theory, 26(4), 647–662.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=118092397&site=ehost-live&scope=site

    Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=23508243&site=ehost-live&scope=site

    Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-

    com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337

    Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public

    Personnel Management, 31(3), 333–342.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=8737701&site=ehost-live&scope=site

    UNIT V STUDY GUIDE
    Evaluating Employee Performance

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
    proquest-
    com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
    tid=33337

    U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?

    https://www.eeoc.gov/employers/small-business/making-employment-decision

    Unit Lesson

    You asked to see documentation from any meetings where performance was discussed, and the supervisor
    said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
    documentation is required until then unless there are issues and an employee is put on a performance
    improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
    (CEO). Guess what? Now you need to research and evaluate the performance management process to see
    how it can be improved. You start by evaluating the importance of performance evaluations.

    Importance of Performance Evaluations

    Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
    employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
    the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
    evaluation is very important, as this is the time when employees get formal feedback about their performance,
    and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
    opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
    employee’s future growth and development.

    If there are performance concerns, disciplinary action may be taken, which may include termination. From an
    employee’s perspective, when there is a process that is managed correctly, the employee will be more
    motivated and inspired to do his or her job.

    Performance Management

    As the human resources (HR) director, you understand that performance management focuses on the
    connectedness between monitoring employee performance and developing processes to improve employee
    performance so organizational objectives can be met. The first thing to remember is employee performance
    should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
    them as well as understand how their strengths and weaknesses are being perceived and contributing to their
    performance. Expectations for future job performance as well as any changes related to job responsibilities
    should be discussed so that the employee is clear on what is required of him or her.

    Should you focus on an annual evaluation process, or should you focus on an evaluation process that
    provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
    struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
    evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
    employee apprised of how he or she is progressing so that there are no surprises during the annual
    evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
    they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
    annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
    resolving issues. This benefits both the employee and the organization.

    According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
    understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
    performance expectations cannot be understated, as you do not want to put the organization in a position of
    having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
    responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
    When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
    importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
    there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
    study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
    personalities while men were praised for their aggressive behavior. Performance evaluations should be
    consistent and without bias.

    Developing a Performance Evaluations Process and a Performance Evaluation Instrument

    After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
    job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
    the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.

    What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
    expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
    contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
    consider what competencies are required for the position. Competencies can include communication skills,
    teamwork, decision-making, multitasking, and ethical behavior.

    In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
    that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
    some of which are listed below.

    • Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
    • Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of

    performance.
    • Ranking: List employees, and rate them from lowest to highest based on performance.
    • Forced distribution: Rate performance based on a bell-shaped curve.
    • Narrative evaluations: Provide a written evaluation that is descriptive.
    • Management by objective: Managers and the employees develop performance goals together.

    When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
    being the highest level of performance). Other numerical ratings may be used, but they should be consistent
    across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
    Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
    does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
    each area. A rating of five given by one supervisor may mean something different than a five given by another
    supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
    training to management and supervisors on the expectations of the performance evaluation process; this way,
    everyone is on the same page and evaluating consistently.

    Methods to Evaluate Employee Performance

    It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
    assessment of the quality of the work being performed, as they may be the ones more familiar with an
    employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
    that can be used during performance evaluations. These include evaluations by coworkers and 360-degree

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
    different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
    reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
    perspective about his or her performance is shared with the supervisor who plays an important role as an
    evaluator in the process.

    The Evaluator

    Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
    should be objective and professional at all times. Evaluators should be trained as to how to conduct a
    performance evaluation meeting, what should or should not be said, and the importance of consistency
    across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
    understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
    relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
    has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
    another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
    the organization.

    Potential Evaluator Bias

    The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
    be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
    allow you to develop training and development to address this.

    Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
    date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
    the employee, the evaluator gave the employee a low score in this category because of this one incident. The
    supervisor only focused on this deadline and not others. This is an example of the recency effect.

    Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
    reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
    (e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
    spectrum, you have what is called leniency error, which is where all employees receive all fives.

    Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
    Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
    supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
    the employee. There could also be conflict and dysfunctional behavior when there are differences between a
    supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
    differences may not always lead to conflict.

    Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
    willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
    which is when one positive performance standard becomes the focus and primary influence on the evaluation.
    The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
    late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
    tone of the evaluation is influenced and impacted as a result.

    Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
    performance when developing the evaluation for one of them. The evaluation and the feedback should be
    based on performance expectations and not what other employees do or do not do. This is contrast error
    bias, and it should be avoided.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    Conducting the Evaluation

    A performance evaluation discussion should be scheduled well in advance for planning purposes and should
    allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
    or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
    not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
    the evaluation is dated on the date it was actually conducted.

    A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
    uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
    the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
    discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
    table as opposed to across the desk from the employee. This will often encourage more open conversation.
    Consider having another member of management (within that person’s chain of command) also attend the
    evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
    Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
    in which you might consider having a person of the same sex as the employee in the room.

    Expectations for employee performance improvement should be discussed, as should be any warnings about
    further action that might occur if improvement is not gained. Having difficult conversations is never easy.
    Examples of performance shortcomings should be provided for any negative. More importantly, provide
    coaching, and suggest goals or remediation that the employee can use to improve his or her performance.

    Discussions during the meeting should not be one-sided. The employee should have the opportunity to
    provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
    supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
    documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
    should be placed in the employee’s official personnel file.

    Conclusion

    Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
    leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
    you have realized from your experience doing the performance evaluations that true leaders can and should
    inspire employees to reach high levels of performance.

    References

    Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR

    Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
    frequent/544287/

    Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-

    encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html

    Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site

    Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance

    evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
    Research, 30(1), 169–184.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=130981413&site=eds-live&scope=site

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
    https://smallbusiness.chron.com/methods-performance-evaluation-1869.html

    Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource

    Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
    updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx

    **## UnitVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
    2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.

    5. Evaluate performance-based review processes.

    5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
    expectations.

    5.2 Determine an effective process to evaluate employees that includes feedback on performance
    issues and an appropriate evaluation tool.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos, articles, and webpages below offer valuable information on the role of equal opportunity
    employment laws in the employee performance evaluation process. Additionally, they offer insight on
    employer strategies to affect employee performance expectations and offer feedback on performance issues.

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.

    https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek

    HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.

    https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2

    Read the following articles and webpage.

    Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public

    Administration Research and Theory, 26(4), 647–662.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=118092397&site=ehost-live&scope=site

    Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=23508243&site=ehost-live&scope=site

    Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-

    com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337

    Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public

    Personnel Management, 31(3), 333–342.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=8737701&site=ehost-live&scope=site

    UNIT V STUDY GUIDE
    Evaluating Employee Performance

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
    proquest-
    com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
    tid=33337

    U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?

    https://www.eeoc.gov/employers/small-business/making-employment-decision

    Unit Lesson

    You asked to see documentation from any meetings where performance was discussed, and the supervisor
    said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
    documentation is required until then unless there are issues and an employee is put on a performance
    improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
    (CEO). Guess what? Now you need to research and evaluate the performance management process to see
    how it can be improved. You start by evaluating the importance of performance evaluations.

    Importance of Performance Evaluations

    Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
    employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
    the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
    evaluation is very important, as this is the time when employees get formal feedback about their performance,
    and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
    opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
    employee’s future growth and development.

    If there are performance concerns, disciplinary action may be taken, which may include termination. From an
    employee’s perspective, when there is a process that is managed correctly, the employee will be more
    motivated and inspired to do his or her job.

    Performance Management

    As the human resources (HR) director, you understand that performance management focuses on the
    connectedness between monitoring employee performance and developing processes to improve employee
    performance so organizational objectives can be met. The first thing to remember is employee performance
    should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
    them as well as understand how their strengths and weaknesses are being perceived and contributing to their
    performance. Expectations for future job performance as well as any changes related to job responsibilities
    should be discussed so that the employee is clear on what is required of him or her.

    Should you focus on an annual evaluation process, or should you focus on an evaluation process that
    provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
    struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
    evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
    employee apprised of how he or she is progressing so that there are no surprises during the annual
    evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
    they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
    annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
    resolving issues. This benefits both the employee and the organization.

    According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
    understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
    performance expectations cannot be understated, as you do not want to put the organization in a position of
    having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
    responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
    When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
    importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
    there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
    study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
    personalities while men were praised for their aggressive behavior. Performance evaluations should be
    consistent and without bias.

    Developing a Performance Evaluations Process and a Performance Evaluation Instrument

    After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
    job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
    the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.

    What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
    expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
    contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
    consider what competencies are required for the position. Competencies can include communication skills,
    teamwork, decision-making, multitasking, and ethical behavior.

    In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
    that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
    some of which are listed below.

    • Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
    • Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of

    performance.
    • Ranking: List employees, and rate them from lowest to highest based on performance.
    • Forced distribution: Rate performance based on a bell-shaped curve.
    • Narrative evaluations: Provide a written evaluation that is descriptive.
    • Management by objective: Managers and the employees develop performance goals together.

    When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
    being the highest level of performance). Other numerical ratings may be used, but they should be consistent
    across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
    Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
    does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
    each area. A rating of five given by one supervisor may mean something different than a five given by another
    supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
    training to management and supervisors on the expectations of the performance evaluation process; this way,
    everyone is on the same page and evaluating consistently.

    Methods to Evaluate Employee Performance

    It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
    assessment of the quality of the work being performed, as they may be the ones more familiar with an
    employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
    that can be used during performance evaluations. These include evaluations by coworkers and 360-degree

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
    different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
    reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
    perspective about his or her performance is shared with the supervisor who plays an important role as an
    evaluator in the process.

    The Evaluator

    Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
    should be objective and professional at all times. Evaluators should be trained as to how to conduct a
    performance evaluation meeting, what should or should not be said, and the importance of consistency
    across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
    understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
    relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
    has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
    another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
    the organization.

    Potential Evaluator Bias

    The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
    be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
    allow you to develop training and development to address this.

    Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
    date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
    the employee, the evaluator gave the employee a low score in this category because of this one incident. The
    supervisor only focused on this deadline and not others. This is an example of the recency effect.

    Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
    reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
    (e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
    spectrum, you have what is called leniency error, which is where all employees receive all fives.

    Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
    Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
    supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
    the employee. There could also be conflict and dysfunctional behavior when there are differences between a
    supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
    differences may not always lead to conflict.

    Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
    willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
    which is when one positive performance standard becomes the focus and primary influence on the evaluation.
    The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
    late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
    tone of the evaluation is influenced and impacted as a result.

    Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
    performance when developing the evaluation for one of them. The evaluation and the feedback should be
    based on performance expectations and not what other employees do or do not do. This is contrast error
    bias, and it should be avoided.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    Conducting the Evaluation

    A performance evaluation discussion should be scheduled well in advance for planning purposes and should
    allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
    or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
    not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
    the evaluation is dated on the date it was actually conducted.

    A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
    uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
    the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
    discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
    table as opposed to across the desk from the employee. This will often encourage more open conversation.
    Consider having another member of management (within that person’s chain of command) also attend the
    evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
    Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
    in which you might consider having a person of the same sex as the employee in the room.

    Expectations for employee performance improvement should be discussed, as should be any warnings about
    further action that might occur if improvement is not gained. Having difficult conversations is never easy.
    Examples of performance shortcomings should be provided for any negative. More importantly, provide
    coaching, and suggest goals or remediation that the employee can use to improve his or her performance.

    Discussions during the meeting should not be one-sided. The employee should have the opportunity to
    provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
    supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
    documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
    should be placed in the employee’s official personnel file.

    Conclusion

    Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
    leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
    you have realized from your experience doing the performance evaluations that true leaders can and should
    inspire employees to reach high levels of performance.

    References

    Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR

    Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
    frequent/544287/

    Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-

    encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html

    Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site

    Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance

    evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
    Research, 30(1), 169–184.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=130981413&site=eds-live&scope=site

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
    https://smallbusiness.chron.com/methods-performance-evaluation-1869.html

    Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource

    Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
    updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx

    **## HumanManagementResourceMethodsHRM6301UnitVDB.docx**

    2

    Human Resources Management Methods HRM 6301

    Unit V DB

    Besides feedback during an evaluation, what other measures can you employ to facilitate employee improvement when there are noted deficiencies? Offer three options, and explain which you feel would work best, and explain why.

    Initial post to be a minimum of 500 words and at least one supporting reference.

    **## UnitVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
    2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.

    5. Evaluate performance-based review processes.

    5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
    expectations.

    5.2 Determine an effective process to evaluate employees that includes feedback on performance
    issues and an appropriate evaluation tool.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos, articles, and webpages below offer valuable information on the role of equal opportunity
    employment laws in the employee performance evaluation process. Additionally, they offer insight on
    employer strategies to affect employee performance expectations and offer feedback on performance issues.

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.

    https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek

    HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.

    https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2

    Read the following articles and webpage.

    Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public

    Administration Research and Theory, 26(4), 647–662.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=118092397&site=ehost-live&scope=site

    Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=23508243&site=ehost-live&scope=site

    Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-

    com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337

    Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public

    Personnel Management, 31(3), 333–342.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=8737701&site=ehost-live&scope=site

    UNIT V STUDY GUIDE
    Evaluating Employee Performance

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
    proquest-
    com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
    tid=33337

    U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?

    https://www.eeoc.gov/employers/small-business/making-employment-decision

    Unit Lesson

    You asked to see documentation from any meetings where performance was discussed, and the supervisor
    said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
    documentation is required until then unless there are issues and an employee is put on a performance
    improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
    (CEO). Guess what? Now you need to research and evaluate the performance management process to see
    how it can be improved. You start by evaluating the importance of performance evaluations.

    Importance of Performance Evaluations

    Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
    employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
    the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
    evaluation is very important, as this is the time when employees get formal feedback about their performance,
    and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
    opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
    employee’s future growth and development.

    If there are performance concerns, disciplinary action may be taken, which may include termination. From an
    employee’s perspective, when there is a process that is managed correctly, the employee will be more
    motivated and inspired to do his or her job.

    Performance Management

    As the human resources (HR) director, you understand that performance management focuses on the
    connectedness between monitoring employee performance and developing processes to improve employee
    performance so organizational objectives can be met. The first thing to remember is employee performance
    should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
    them as well as understand how their strengths and weaknesses are being perceived and contributing to their
    performance. Expectations for future job performance as well as any changes related to job responsibilities
    should be discussed so that the employee is clear on what is required of him or her.

    Should you focus on an annual evaluation process, or should you focus on an evaluation process that
    provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
    struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
    evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
    employee apprised of how he or she is progressing so that there are no surprises during the annual
    evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
    they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
    annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
    resolving issues. This benefits both the employee and the organization.

    According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
    understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
    performance expectations cannot be understated, as you do not want to put the organization in a position of
    having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
    responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
    When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
    importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
    there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
    study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
    personalities while men were praised for their aggressive behavior. Performance evaluations should be
    consistent and without bias.

    Developing a Performance Evaluations Process and a Performance Evaluation Instrument

    After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
    job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
    the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.

    What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
    expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
    contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
    consider what competencies are required for the position. Competencies can include communication skills,
    teamwork, decision-making, multitasking, and ethical behavior.

    In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
    that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
    some of which are listed below.

    • Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
    • Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of

    performance.
    • Ranking: List employees, and rate them from lowest to highest based on performance.
    • Forced distribution: Rate performance based on a bell-shaped curve.
    • Narrative evaluations: Provide a written evaluation that is descriptive.
    • Management by objective: Managers and the employees develop performance goals together.

    When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
    being the highest level of performance). Other numerical ratings may be used, but they should be consistent
    across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
    Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
    does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
    each area. A rating of five given by one supervisor may mean something different than a five given by another
    supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
    training to management and supervisors on the expectations of the performance evaluation process; this way,
    everyone is on the same page and evaluating consistently.

    Methods to Evaluate Employee Performance

    It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
    assessment of the quality of the work being performed, as they may be the ones more familiar with an
    employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
    that can be used during performance evaluations. These include evaluations by coworkers and 360-degree

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
    different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
    reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
    perspective about his or her performance is shared with the supervisor who plays an important role as an
    evaluator in the process.

    The Evaluator

    Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
    should be objective and professional at all times. Evaluators should be trained as to how to conduct a
    performance evaluation meeting, what should or should not be said, and the importance of consistency
    across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
    understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
    relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
    has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
    another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
    the organization.

    Potential Evaluator Bias

    The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
    be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
    allow you to develop training and development to address this.

    Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
    date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
    the employee, the evaluator gave the employee a low score in this category because of this one incident. The
    supervisor only focused on this deadline and not others. This is an example of the recency effect.

    Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
    reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
    (e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
    spectrum, you have what is called leniency error, which is where all employees receive all fives.

    Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
    Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
    supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
    the employee. There could also be conflict and dysfunctional behavior when there are differences between a
    supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
    differences may not always lead to conflict.

    Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
    willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
    which is when one positive performance standard becomes the focus and primary influence on the evaluation.
    The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
    late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
    tone of the evaluation is influenced and impacted as a result.

    Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
    performance when developing the evaluation for one of them. The evaluation and the feedback should be
    based on performance expectations and not what other employees do or do not do. This is contrast error
    bias, and it should be avoided.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    Conducting the Evaluation

    A performance evaluation discussion should be scheduled well in advance for planning purposes and should
    allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
    or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
    not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
    the evaluation is dated on the date it was actually conducted.

    A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
    uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
    the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
    discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
    table as opposed to across the desk from the employee. This will often encourage more open conversation.
    Consider having another member of management (within that person’s chain of command) also attend the
    evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
    Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
    in which you might consider having a person of the same sex as the employee in the room.

    Expectations for employee performance improvement should be discussed, as should be any warnings about
    further action that might occur if improvement is not gained. Having difficult conversations is never easy.
    Examples of performance shortcomings should be provided for any negative. More importantly, provide
    coaching, and suggest goals or remediation that the employee can use to improve his or her performance.

    Discussions during the meeting should not be one-sided. The employee should have the opportunity to
    provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
    supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
    documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
    should be placed in the employee’s official personnel file.

    Conclusion

    Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
    leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
    you have realized from your experience doing the performance evaluations that true leaders can and should
    inspire employees to reach high levels of performance.

    References

    Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR

    Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
    frequent/544287/

    Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-

    encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html

    Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site

    Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance

    evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
    Research, 30(1), 169–184.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=130981413&site=eds-live&scope=site

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
    https://smallbusiness.chron.com/methods-performance-evaluation-1869.html

    Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource

    Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
    updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx

    **## HumanManagementResourceMethodsHRM6301UnitVDB.docx**

    2

    Human Resources Management Methods HRM 6301

    Unit V DB

    Besides feedback during an evaluation, what other measures can you employ to facilitate employee improvement when there are noted deficiencies? Offer three options, and explain which you feel would work best, and explain why.

    Initial post to be a minimum of 500 words and at least one supporting reference.

    **## UnitVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
    2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.

    5. Evaluate performance-based review processes.

    5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
    expectations.

    5.2 Determine an effective process to evaluate employees that includes feedback on performance
    issues and an appropriate evaluation tool.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos, articles, and webpages below offer valuable information on the role of equal opportunity
    employment laws in the employee performance evaluation process. Additionally, they offer insight on
    employer strategies to affect employee performance expectations and offer feedback on performance issues.

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.

    https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek

    HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.

    https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2

    Read the following articles and webpage.

    Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public

    Administration Research and Theory, 26(4), 647–662.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=118092397&site=ehost-live&scope=site

    Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=23508243&site=ehost-live&scope=site

    Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-

    com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337

    Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public

    Personnel Management, 31(3), 333–342.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=8737701&site=ehost-live&scope=site

    UNIT V STUDY GUIDE
    Evaluating Employee Performance

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
    proquest-
    com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
    tid=33337

    U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?

    https://www.eeoc.gov/employers/small-business/making-employment-decision

    Unit Lesson

    You asked to see documentation from any meetings where performance was discussed, and the supervisor
    said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
    documentation is required until then unless there are issues and an employee is put on a performance
    improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
    (CEO). Guess what? Now you need to research and evaluate the performance management process to see
    how it can be improved. You start by evaluating the importance of performance evaluations.

    Importance of Performance Evaluations

    Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
    employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
    the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
    evaluation is very important, as this is the time when employees get formal feedback about their performance,
    and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
    opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
    employee’s future growth and development.

    If there are performance concerns, disciplinary action may be taken, which may include termination. From an
    employee’s perspective, when there is a process that is managed correctly, the employee will be more
    motivated and inspired to do his or her job.

    Performance Management

    As the human resources (HR) director, you understand that performance management focuses on the
    connectedness between monitoring employee performance and developing processes to improve employee
    performance so organizational objectives can be met. The first thing to remember is employee performance
    should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
    them as well as understand how their strengths and weaknesses are being perceived and contributing to their
    performance. Expectations for future job performance as well as any changes related to job responsibilities
    should be discussed so that the employee is clear on what is required of him or her.

    Should you focus on an annual evaluation process, or should you focus on an evaluation process that
    provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
    struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
    evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
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    are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
    employee apprised of how he or she is progressing so that there are no surprises during the annual
    evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
    they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
    annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
    resolving issues. This benefits both the employee and the organization.

    According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
    understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
    performance expectations cannot be understated, as you do not want to put the organization in a position of
    having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
    responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
    When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
    importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
    there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
    study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
    personalities while men were praised for their aggressive behavior. Performance evaluations should be
    consistent and without bias.

    Developing a Performance Evaluations Process and a Performance Evaluation Instrument

    After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
    job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
    the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.

    What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
    expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
    contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
    consider what competencies are required for the position. Competencies can include communication skills,
    teamwork, decision-making, multitasking, and ethical behavior.

    In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
    that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
    some of which are listed below.

    • Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
    • Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of

    performance.
    • Ranking: List employees, and rate them from lowest to highest based on performance.
    • Forced distribution: Rate performance based on a bell-shaped curve.
    • Narrative evaluations: Provide a written evaluation that is descriptive.
    • Management by objective: Managers and the employees develop performance goals together.

    When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
    being the highest level of performance). Other numerical ratings may be used, but they should be consistent
    across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
    Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
    does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
    each area. A rating of five given by one supervisor may mean something different than a five given by another
    supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
    training to management and supervisors on the expectations of the performance evaluation process; this way,
    everyone is on the same page and evaluating consistently.

    Methods to Evaluate Employee Performance

    It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
    assessment of the quality of the work being performed, as they may be the ones more familiar with an
    employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
    that can be used during performance evaluations. These include evaluations by coworkers and 360-degree

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
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    evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
    different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
    reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
    perspective about his or her performance is shared with the supervisor who plays an important role as an
    evaluator in the process.

    The Evaluator

    Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
    should be objective and professional at all times. Evaluators should be trained as to how to conduct a
    performance evaluation meeting, what should or should not be said, and the importance of consistency
    across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
    understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
    relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
    has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
    another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
    the organization.

    Potential Evaluator Bias

    The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
    be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
    allow you to develop training and development to address this.

    Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
    date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
    the employee, the evaluator gave the employee a low score in this category because of this one incident. The
    supervisor only focused on this deadline and not others. This is an example of the recency effect.

    Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
    reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
    (e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
    spectrum, you have what is called leniency error, which is where all employees receive all fives.

    Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
    Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
    supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
    the employee. There could also be conflict and dysfunctional behavior when there are differences between a
    supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
    differences may not always lead to conflict.

    Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
    willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
    which is when one positive performance standard becomes the focus and primary influence on the evaluation.
    The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
    late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
    tone of the evaluation is influenced and impacted as a result.

    Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
    performance when developing the evaluation for one of them. The evaluation and the feedback should be
    based on performance expectations and not what other employees do or do not do. This is contrast error
    bias, and it should be avoided.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
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    Conducting the Evaluation

    A performance evaluation discussion should be scheduled well in advance for planning purposes and should
    allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
    or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
    not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
    the evaluation is dated on the date it was actually conducted.

    A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
    uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
    the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
    discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
    table as opposed to across the desk from the employee. This will often encourage more open conversation.
    Consider having another member of management (within that person’s chain of command) also attend the
    evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
    Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
    in which you might consider having a person of the same sex as the employee in the room.

    Expectations for employee performance improvement should be discussed, as should be any warnings about
    further action that might occur if improvement is not gained. Having difficult conversations is never easy.
    Examples of performance shortcomings should be provided for any negative. More importantly, provide
    coaching, and suggest goals or remediation that the employee can use to improve his or her performance.

    Discussions during the meeting should not be one-sided. The employee should have the opportunity to
    provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
    supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
    documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
    should be placed in the employee’s official personnel file.

    Conclusion

    Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
    leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
    you have realized from your experience doing the performance evaluations that true leaders can and should
    inspire employees to reach high levels of performance.

    References

    Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR

    Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
    frequent/544287/

    Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-

    encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html

    Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site

    Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance

    evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
    Research, 30(1), 169–184.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=130981413&site=eds-live&scope=site

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
    https://smallbusiness.chron.com/methods-performance-evaluation-1869.html

    Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource

    Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
    updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx

    – 1
    – 2

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    – ## HumanManagementResourceMethodsHRM6301UnitVDBResponse.docx **## HumanManagementResourceMethodsHRM6301UnitVDBResponse.docx** 2 Human Resources Management Methods HRM 6301 Unit V DB Post to Others Response posts to others should be a minimum of 250 words. See below from others While performance ev…

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    **## HumanManagementResourceMethodsHRM6301UnitVDBResponse.docx**

    2

    Human Resources Management Methods HRM 6301

    Unit V DB Post to Others

    Response posts to others should be a minimum of 250 words.

    See below from others

    While performance evaluations are a key tool for giving structured feedback, they are not always timely or sufficient when dealing with performance issues as they arise. In my experience as a social worker in skilled nursing and healthcare settings, improvement happens most effectively through ongoing, supportive measures. Outside of evaluations, three impactful strategies to help employees grow are: coaching and mentoring, performance improvement plans (PIPs), and targeted training or development programs.

    1. Coaching and Mentoring

    Coaching and mentoring offer consistent, real-time support. One way this is fostered in my workplace is through our weekly Social Services department meeting every Friday at 3:30 PM. These meetings give us the opportunity to discuss challenges, share best practices, and receive guidance on how to improve in our roles. I’ve grown to truly appreciate this form of coaching because it promotes open communication, professional development, and a supportive team culture. I’ve learned that ongoing support is more motivating than criticism, especially in high-stress settings like healthcare.

    2. Performance Improvement Plans (PIPs)

    PIPs are structured tools used to help employees improve in areas where performance may not meet expectations. When implemented thoughtfully, they can be very effective. A PIP outlines clear expectations, measurable goals, and timelines, giving both the employee and supervisor a roadmap for improvement. It also promotes accountability and provides documentation that improvement efforts are being made in good faith.

    However, I’ve also seen how PIPs can negatively affect morale—especially when they are used too quickly or without prior coaching. If employees feel blindsided or unsupported, a PIP can feel more like a disciplinary action than a developmental tool. That’s why it’s so important for supervisors to ensure that expectations and support are clearly communicated before a PIP is introduced. When used in combination with coaching and open dialogue, a PIP can be a useful part of a larger improvement strategy.

    3. Targeted Training and Development Programs

    In many cases, performance issues result from knowledge gaps or lack of updated training. Targeted development programs—such as in-service training, continuing education, or role-specific workshops—can help bridge those gaps. For example, I’ve seen staff struggle with Medicare documentation standards. Once an in-service training was provided, documentation improved across the board. Customized, relevant training not only helps employees perform better but also shows that the organization is willing to invest in their success.

    For me, coaching and mentoring are the most effective and human-centered approach. They build relationships, encourage growth, and offer consistent feedback without the pressure that can come with a formal process like a PIP. That said, I do see value in having PIPs as a structured tool for accountability—as long as they are introduced as part of a broader support system rather than a last resort. The most productive work environments I’ve been a part of are those that balance structure with encouragement and invest in employee growth at every level.

    Reference:

    Society for Human Resource Management (SHRM). (2022). How to Create a Performance Improvement Plan. Retrieved from
    [https://www.shrm.org](https://www.shrm.org/)

    **## HumanManagementResourceMethodsHRM6301UnitVDBResponse.docx**

    2

    Human Resources Management Methods HRM 6301

    Unit V DB Post to Others

    Response posts to others should be a minimum of 250 words.

    See below from others

    While performance evaluations are a key tool for giving structured feedback, they are not always timely or sufficient when dealing with performance issues as they arise. In my experience as a social worker in skilled nursing and healthcare settings, improvement happens most effectively through ongoing, supportive measures. Outside of evaluations, three impactful strategies to help employees grow are: coaching and mentoring, performance improvement plans (PIPs), and targeted training or development programs.

    1. Coaching and Mentoring

    Coaching and mentoring offer consistent, real-time support. One way this is fostered in my workplace is through our weekly Social Services department meeting every Friday at 3:30 PM. These meetings give us the opportunity to discuss challenges, share best practices, and receive guidance on how to improve in our roles. I’ve grown to truly appreciate this form of coaching because it promotes open communication, professional development, and a supportive team culture. I’ve learned that ongoing support is more motivating than criticism, especially in high-stress settings like healthcare.

    2. Performance Improvement Plans (PIPs)

    PIPs are structured tools used to help employees improve in areas where performance may not meet expectations. When implemented thoughtfully, they can be very effective. A PIP outlines clear expectations, measurable goals, and timelines, giving both the employee and supervisor a roadmap for improvement. It also promotes accountability and provides documentation that improvement efforts are being made in good faith.

    However, I’ve also seen how PIPs can negatively affect morale—especially when they are used too quickly or without prior coaching. If employees feel blindsided or unsupported, a PIP can feel more like a disciplinary action than a developmental tool. That’s why it’s so important for supervisors to ensure that expectations and support are clearly communicated before a PIP is introduced. When used in combination with coaching and open dialogue, a PIP can be a useful part of a larger improvement strategy.

    3. Targeted Training and Development Programs

    In many cases, performance issues result from knowledge gaps or lack of updated training. Targeted development programs—such as in-service training, continuing education, or role-specific workshops—can help bridge those gaps. For example, I’ve seen staff struggle with Medicare documentation standards. Once an in-service training was provided, documentation improved across the board. Customized, relevant training not only helps employees perform better but also shows that the organization is willing to invest in their success.

    For me, coaching and mentoring are the most effective and human-centered approach. They build relationships, encourage growth, and offer consistent feedback without the pressure that can come with a formal process like a PIP. That said, I do see value in having PIPs as a structured tool for accountability—as long as they are introduced as part of a broader support system rather than a last resort. The most productive work environments I’ve been a part of are those that balance structure with encouragement and invest in employee growth at every level.

    Reference:

    Society for Human Resource Management (SHRM). (2022). How to Create a Performance Improvement Plan. Retrieved from
    [https://www.shrm.org](https://www.shrm.org/)