Forced Ranking in The Workforce

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This case looks at methods used to evaluate and review employees and the impact these methods have on productivity and morale. It focuses on “forced ranking” as an evaluation tool and gives examples where companies such as GE, Yahoo, and American Airlines are trying to adopt more flexible systems. We conclude from this case, that the evaluation process no matter what name it is given is a difficult task for the employer and the employee alike. It is obviously imperative for the employer to identify and merit better performers to encourage continued levels of performance. Though, at the same time it is a delicate subject when dealing with the bottom tier of the ranking structure. These people may become disgruntled, feel discriminated, and even retaliate to lower marks by means of lower productivity, quality, and increases in absenteeism. What we find from this case about employee performance reviews is as Libby Sartain states, “there’s no magic process.” (Ivancevich, 2011) In my time as a corpsman in the Navy a ranking model of performance evaluations was utilized for advancement that is similar to that of forced ranking. My last pay grade in the Navy was that of E-5, so what this means is that I was ranked with other E-5 personnel in my specific directorate. As a radiologic technologist I fell under the same directorate as lab techs, surgical techs, pharmacy techs, and then of course each directorate may have your E-5 in administrative roles such as secretarial work, etc. The Naval Medical Center San Diego is a very large hospital with a number of E-5 personnel under each directorate. Take radiology techs alone for example, my last evaluation included 30+ E-5 radiology techs. The ranking system includes performance traits in l... ... middle of paper ... ...rmation to the inputs and outputs of each individual. I would try to create a work environment that includes interesting work, challenging work, and innovation, along with monetary and non-monetary compensation. The opportunity for employees to accept more responsibilities and receive compensation for accepting these responsibilities would motivate for better production. I would motivate employees to excel at the areas they are competent in and work to become stronger at those where they demonstrate weakness. Works Cited Olympics 1, AIG 0: Why Forced Ranking Is a Bad Idea Bregman, P. Harvard Business Review. Feb. 17 2010 Ivancevich, J. M., Konopaske, R., & Matteson, M. T. (2011) Organizational Behavior and Management (9th ed.). New York, NY: McGraw – Hill International Edition.
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