Convenience

References:
“Serving Up the American Dream,”
Fortune,
May 20, 2013, p. 34;
Hoover’s Handbook of American
Business 2013
(Austin: Mergent, Inc.), pp. 243–244; “Darden
to Sell Red Lobster,”
New York Times
, May 16, 2014, p. B1.
ZUMA
Press,
Inc./
Alamy
Darden Restaurants owns such popular brands as
Olive Garden, LongHorn Steakhouse, and Capital Grill.
Darden has a reputation for being one of the best places
to work in America, in part because of its aggressive
employee development and promote-from-within policies.
Clarence Otis, the firm’s CEO, believes that investing in
Darden employees helps keep the business strong and
profitable.
236
Part 3:
Organizing
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Performance Appraisal
Once employees are trained and settled into their jobs, one of management’s next
concerns is performance appraisal.
Performance appraisal
is a formal assessment of
how well employees are doing their jobs. Employees’ performance should be evaluated
regularly for many reasons. One reason is that performance appraisal may be neces-
sary for validating selection devices or assessing the impact of training programs. A
second reason is administrative—to aid in making decisions about pay raises, promo-
tions, and training. Still another reason is to provide feedback to employees to help
them improve their present performance and plan future careers.
24
Because perfor-
mance evaluations often help determine wages and promotions, they must be fair
and nondiscriminatory.