A. Employee performance evaluations and how they are administered can be important in influencing an employee's behavior. In the scenario provided, last year the manager rated the engineer on three criteria: friendliness, cleanliness of the workspace, and attitude. These criteria are concerning because there is little that can be precisely measured. The criteria rely heavily on relationships and personal characteristics. The engineer is judged on friendliness and given an average rating. The engineer is said to be standoffish with colleagues, even if the colleagues are playing pranks on the engineer. Secondly, the engineer is judged on the cleanliness of the workspace. The engineer is given a low-medium score due to the clutter and piles of papers. Finally, the engineer is judged on attitude, where he is once again given a low-medium score. This is due to his poor attitude towards colleagues and not paying attention when the manager speaks.A1. To influence the engineer's behavior, the manager should use the three most considered criteria in performance evaluations. These are individual outcomes, behaviors, and task characteristics. The results of individual tasks can be used to determine productivity, sales, revenue generated, accuracy, and anything within the employee's control that can be measured. Behaviors are often evaluated when employees work in teams and it is difficult to distinguish individual performance. Behaviors assessed may include readiness, leadership skills, volunteerism, and number of sick days used. The last criteria often used in performance evaluations are traits. Characteristics are often evaluated even if they don't have much to do with the performance of the job itself. “Traits such as having a good attitude, showing......middle of paper......minerals (Rivera).G. In the given scenario, the manager should adopt a new performance appraisal system. It should use a consistent set of performance measures for all employees. The manager should apply the most common criteria found in performance evaluations, individual task results, behaviors and characteristics. The manager should also use the critical incident method. This would allow the manager to address specific cases of effective and ineffective behavior which would allow the engineer to see which habits are desirable and which can be improved. ReferencesRivera, E. (n.d.). 9 Common Performance Appraisal Mistakes. Retrieved from http://www.ehow.com/list_6499538_9-common-errors-performance-appraisals.htmlRobbins, S.P. & Judge, T.A., (2007). Organizational behavior. (12th ed.). Upper SaddleRiver, NJ: Pearson Prentice Hall.