Managers and employees have long expressed dislike and skepticism about performance appraisal, as it is typically practiced in organizations. Some HR practitioners and consultants, such as Samuel Culbert, have advocated getting rid of the standard performance appraisal programs. Culbert has suggested that the arguments typically given for performance appraisal are invalid and, in a word, “bogus.”  

a. Describe two arguments or reasons that are typically given in support of formal performance appraisals.

b. Then explain why Culbert and others who are skeptical of performance appraisal believe these arguments are weak or bogus.

c. Explain your perspective on whether performance appraisals are necessary, and why or why not. If you believe they are not necessary, explain what procedures, if any, you would recommend to fulfill the functions that performance appraisals are said to fulfill.

William Soerries was the sole shareholder of Chickasaw Club, Inc., which operated a popular nightclub of the same name in Columbus, Georgia. Soerries maintained corporate checking accounts, but he paid his employees, suppliers, and entertainers in cash out of the club's proceeds. He owned the property on which the club was located and rented it to the club, but he made the mortgage payments out of the club's proceeds. Soerries often paid corporate expenses out of his personal funds. At 11:45pm on July 31, 1996, eighteen-year-old Aubrey Lynn Pursley, who was already intoxicated, entered the Chickasaw club. A city ordinance prohibited individuals under the age of twenty-one from entering nightclubs, but Chickasaw employees did not check Pursley's identification. Pursley drank more alcohol and was visibly intoxicated when she left the club at 3:00am with a beer in her hand. Shortly afterward, Pursley was killed when she lost control of her car and struck a tree. Joseph Dancause, Pursley's stepfather, filed a suit in a Georgia state court against Chickasaw Club, Inc. and Soerries for damages. Can Soerries be held personally liable? If so, on what basis?

WHAT COMPANY HAS THE MOST ETHICAL BUSINESS CULTURE?

The answer is Chick-fil-A. Headquartered in Atlanta, Georgia. Chick-fil-A is a privately-held company that prides itself on demonstrating high business ethics, anchored by being closed on Sundays to spend time with family and friends. Despite being closed one-seventh of the time, Chick-fil-A has surpassed Kentucky Fried Chicken (KFC) as the largest chicken quick-service restaurant (QSR) in the United States by revenue. This is shocking because there are only about 2,200 Chick-fil-A’s in the nation, compared to KFC’s 4,500. Total annual revenues for Chick-fil-A are about $5 billion.

Each Chick-fil-A restaurant averages more than $4.4 million in annual sales, more than three times KFC’s average at $1 million. In fact, Chick-fil-A’s average sales per restaurant is highest of all restaurants in the United States, with the number two chain being Whataburger, which generates $2.7 million per restaurant, a mere 61 percent of Chick-Fil-A. In terms of direct chicken restaurant rival firms, Chick-fil-A dominates in annual per-restaurant sales, toppling direct competitors Zaxby’s ($2.3 million), El Pollo Loco ($1.9 million), Bojangles’ ($1.8 million), Popeyes ($1.4 million), Boston Market ($1.4 million), and Wingstop ($1.1 million).

About 65 percent of Check-fil-A’s business is through its drive-thru where employees stand outside the restaurant taking orders on tablets. Research shows that Chick-fil-A employees say “thank you” 97 percent of the time; customers report that employees have a pleasant demeanor and smile in 9 out of 10 visits. The company’s employee retention rate is exceptionally high. Chick-fil-A has the second-highest rate of accuracy at the drive-thru of all restaurants, getting orders right 95 percent of the time, second only to Carl’s Jr.’s accuracy rate of 97 percent, in a recent study.

The only aspect of business where Chick-fil-A does not rank highly is in speed of service. The average wait time at Chick-fil-A’s drive thru is 4 minutes and 16 seconds, which is about 31 seconds longer than the average drive-thru wait time. But all in all, Chick-fil-A is an exemplary triple-bottomline company

Questions
1. Describe the business culture at Chick-fil-A.
2. To what extent does Chick-fil-A’s culture account for Chick-fil-A’s performance?
3. How would you grade Chick-fil-A’s triple-bottom-line? Why?
4. Should Chick-fil-A change its policy and be open on Sundays since all its major rivals are open
on Sunday? Why or why not?

Conclude with recommendations on how the brand can improve its Mental Availability. Explain how strategies suggested can help the brand to grow.
Highlight anything considered essential for successful execution and include specific metrics suggested to evaluate if Mental Availability has changed. approx 400 words

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