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Keisha Y. Taylor
Roberts, Laura Case OB-1372 / Published May 3, 2021 / 2 pages.
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Product Overview

This fictional case introduces Keisha Y. Taylor, an associate at Century Consulting Corporation (CCC) focused on proving her credibility and advancing through the firm. The case describes her work ethic: how she arrived early to work and stayed late, and received positive feedback from both her clients and her supervisor. It describes her surprise then, to receive a performance rating of 5.0 out of 7.0, which is lower than what most of her colleagues were rated; and subsequent confusion when her supervisor confirmed the high quality of her work, but tells her that to improve, she should allow people to get to know her personally and be more positive. The case offers an opportunity to debate how managers review employee performance and provide feedback; how company culture may reveal an unfair disadvantage; and how inequities are replicated throughout a company.



Learning Objectives

- To consider how professionals manage their visibility at work - To examine how company culture may shape expectations for professionalism and teamwork, and to evaluate whether these expectations align with performance requirements - To consider goals and gaps in performance feedback practices, and to evaluate how leaders are held accountable for performance management To consider the role of mentorship in supporting marginalized employees who seek feedback, recognition, and authenticity at work - To evaluate how inequities in the workplace are replicated, in areas of professional image, climate, performance reviews, compensation, and career trajectory - To examine how to create cultures of inclusion at work


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  • Overview

    This fictional case introduces Keisha Y. Taylor, an associate at Century Consulting Corporation (CCC) focused on proving her credibility and advancing through the firm. The case describes her work ethic: how she arrived early to work and stayed late, and received positive feedback from both her clients and her supervisor. It describes her surprise then, to receive a performance rating of 5.0 out of 7.0, which is lower than what most of her colleagues were rated; and subsequent confusion when her supervisor confirmed the high quality of her work, but tells her that to improve, she should allow people to get to know her personally and be more positive. The case offers an opportunity to debate how managers review employee performance and provide feedback; how company culture may reveal an unfair disadvantage; and how inequities are replicated throughout a company.

  • Learning Objectives

    Learning Objectives

    - To consider how professionals manage their visibility at work - To examine how company culture may shape expectations for professionalism and teamwork, and to evaluate whether these expectations align with performance requirements - To consider goals and gaps in performance feedback practices, and to evaluate how leaders are held accountable for performance management To consider the role of mentorship in supporting marginalized employees who seek feedback, recognition, and authenticity at work - To evaluate how inequities in the workplace are replicated, in areas of professional image, climate, performance reviews, compensation, and career trajectory - To examine how to create cultures of inclusion at work