Measuring the ROI of a coaching intervention,Part 2

This article, the second of a two‐part series, describes a case study application of the ROI Methodology™. In this case, a structured coaching program was implemented as part of a comprehensive performance improvement solution designed to improve efficiency, customer satisfaction, and revenue growth for Nations Hotel Corporation. This case study provides critical insights into how a project was systemically designed, delivered, and measured to create performance value, including a return on investment.     

Sources of bias in performance evaluation: Two experiments

Attribution and stereotyping theories predicted that poor-performing black workers would receive lower evaluations than corresponding Whites, while good performance would have the reverse effect. “Dress and lifestyle” was also predicted to influence performance evaluation. Male business students, evaluating bogus employees differing in race, dress, and behaviorally described performance, provided weak support for the second hypothesis. A second experiment investigated the possibility that perceived social class, rather than race, was the relevant variable in the operation of a stereotype confirmation—contrast process. Individual differences in stereotyping were also measured. No support for the specific hypothesized process was found, but results supported the potential relevance of attribution theory to a configural performance-evaluation model. Results were also discussed in terms of worker-perceived discrimination.