Search results

Captain Joseph Brunetti was given the assignment to provide his superior officer an analysis of what to expect when the US Army implemented its new process to evaluate the performance of noncommissioned officers (NCOs), called sergeants. Brunetti had about 104 sergeants in his unit. The US Army created a new process in 2015 to evaluate sergeants to overcome the deficiencies in the Army’s old process, now 28 years old. Under the old process, almost every sergeant was rated at the highest levels, making it nearly impossible for the US Army to know whom to promote to higher ranks. Under the old process, very little counseling took place, so NCOs were not given guidance on how to develop themselves. Raters and senior raters (SRs) were not held accountable for their work in performance management, either. Under the new process, which included a forced distribution form of ranking, SRs had to offer counselings as well as options for future assignments. Brunetti, who had only limited experience in rating sergeants anyway, had to prepare for his boss what was called an “operations report” outlining what the organization could expect with the changeover to the new process and what may need attention as the process would continue in subsequent years.

This case has been developed from actual experiences and the assignment given to Brunetti also happened as described in the case. Since many of the individuals in the case are still employed by the US Army, the names of the individuals and the company units in this case have been disguised. Even so, the events of the protagonist’s tours of duty prior to the assignment described in this case did occur, but some of the locations within the USA have been changed. The other persons quoted from public documents or otherwise referenced in the articles are the actual persons so identified. The old NCOERs in Exhibit 3 are as these were written but the personally identifiable data about the individuals have been blackened out.

This case is suitable for both undergraduate and graduate courses in human resource management and especially on the topical material on performance management and performance appraisal. The case can also be used in both undergraduate and graduate courses in general management, for modules on human resource management. The Relevant Theory section below is centered on human resource management.

This relevant theory which undergirds this case centers on the broad concept of performance management and on performance appraisal instruments. The case underscores the important concept that performance management has to be more than “completing the appraisal form.”

The proliferation of zero-tolerance behavioral policies and the presence of school resource officers (SROs) are receiving justifiable scrutiny for the deleterious effects they have on students’ functioning. While many have argued the convergence of these policies thwart the development of Black and Latino boys, critiques examining the experiences of Black girls are scant. Disaggregated disciplinary data from across the country reveal “… black girls are suspended at higher rates (12%) than girls of any other race or ethnicity and most boys …” (U.S. Department of Education Office for Civil Rights, 2014, p. 1) suggesting that when it comes to schooling, Black girls are, indeed, “pushed out, overpoliced and underprotected” (Crenshaw, Ocen, & Nanda, 2015, p. 1). The authors of this chapter argue that youth advocates can use hip-hop culture, a tradition rich with resistant prose, to develop critical consciousness and engage Black girls in discussion about socially contrived binaries that reinforce the STPP. The authors demonstrate how the anti-oppressive lyrics of women emcees (e.g., Rapsody, Sa-Roc) can foster therapeutic alliances and dialogues with young Black girls, and how these lyrics might serve to inspire Black girls in composing their own counterhegemonic autobiographical narratives to resist the school-to-prison pipeline.

Although employee silence is pervasive in organizations, its study has been neglected for a variety of reasons, including the assumption that it is a unitary concept meaning little more than inactive endorsement. We review disparate literatures to reveal additional meanings and conceptual complexities related to silence to stimulate its study in work organizations. We develop the concept of employee silence and introduce two attendant forms (i.e. quiescence and acquiescence) along with their behavioral, affective, and cognitive components. We also offer a model that explains why some mistreated employees become silent, how some break their silence, and what organizational contexts produce and reinforce employee silence. Implications of the model for human resource management as well as for future research are discussed.