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...
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...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
http://blogs.hbr.org/bregman/2010/02/olympics-1-aig-0-why-forced-ra.html
Ivancevich, J. M., Konopaske, R., & Matteson, M. T. (2011) Organizational Behavior and Management (9th ed.). New York, NY: McGraw – Hill International Edition.
Halo has traditionally been considered a serious problem for the effectiveness of an appraisal system. Cleveland, Murphy, and Williams, (2009) organizations generally use performance evaluations to make some sort of decision about a worker and his job When evaluating a person, the organization attempts to measure the worker on several different criteria. In this way, the worker, with the help of the organization, is able to be aware of his strengths and can target areas for improvement. Halo eliminates the varian...
The employees of CanGo (with the occasional exception of Nick) are hard working individuals that place great pride in their work. Unfortunately, several poor decisions on management’s part have seriously affected these staff members. In our observations, we have noticed staff members being handed projects and assignments from managers without receiving anything in the form of goals, deadlines, expectations, and resources. This has resulted in employees juggling a variety of different assignments simultaneously. The current performance appraisal system has also left some employees (Nick) scared to death of the process. Other employees displayed incredulousness after Nick received a solid performance review from Warren. Performance appraisals
Wrangling behind closed doors for up to two days at a time, the bosses compare and contrast the performance of workers over the prior six months and rate them on a five-point scale, with the top 5% designated "superior" and the bottom 15% labeled "needs improvement." In between are "excellent" (30%), "strong" (30%) and "satisfactory" (20%). You don't want to be in the cellar: anyone descr...
...we would do or not do when attempting to start, build, or grow a business. We would not use extrinsic desires to motivate my employees. Instead we would attempt to be a Theory Y manager. As a Theory Y manager we would take more time in the hiring and recruitment process to find the best available Type I employees. We would be much more hands off, allowing for more leeway for our employees to get their jobs done. Allowing for employees to come in to work and leave when they please. Also, we would incorporate a 20 percent concept, where all employees are allowed to work on anything they want inside the company for 20 percent of their work time. Whether that is attempting to create a new product or idea, or just improving on something already available. These strategies to managing have the ability to improve productivity, job satisfaction and psychological well-being.
The performance assessment and appraisal forms are crucial within the performance management system (Aguinis, 2014). However, the appraisal form within the case study provided is designed for the supervisor’s use thus missing one vital factor throughout the entire process, employee participation. Thus, questioning the validity and reliability of the process. This is especially concerning as the bottom 10 per cent of employees are being fired and the top 20 per cent are being rewarded with $5,000.00 based on what their supervisor records on the form without consultation with employees. Thus, supervisors may not provide accurate scores as they do not have to justify their responses (Aguinis,
Assume you are the vice president of human resources at Eckel Industries and that you are aware that fine-tuning evaluations is a prevalent practice among Eckel managers. If you disagree with th...
In order to remain as one of the most competitive organizations in the retailer world, Walmart has to evaluate its workforce performance on regular basis in order to make sure they are performing at the required level. Ignoring or diminishing the importance of performance management can prevent employees and the organization itself, from growing and advancing. It is said that the lack of frequent job reviews and evaluations among Walmart’ employees is affecting the organization overall performance. This week’s case study presents several issues regarding the way they company approaches these appraisals. The purpose of this analysis is to address this problem and suggest a better approach for Walmart
Kaufman, Roger and Keller, John M. "Levels of Evaluation: Beyond Kirkpatrick." Human Resources Development Quarterly, v5 n4 p371-380, Win 1994.
Low and medium level performers improved and high performers reduced over time. It is due to supervisors who received evaluation were no more likely to improve performance than managers who did not receive feedback; people who gave themselves higher self-rating than the ratings their subordi...
I would create a positive environment where the employees would feel comfortable to solicit their ideas. I would encourage the employees to express their ideas. I would give constructive feedback to them when they share their
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
The curve can accommodate only a few people at the top. For this, during performance appraisal, relative appraisal mechanisms are employed, wherein an employees’ performance is benchmarked against that of a group of people. When performance appraisals for an employee are done with respect to a group’s performance, biases can be formed about the group’s dominant behavioral characteristic and the employee’s assessment could be calibrated with respect to that
The key to understanding what employees’ motivations are, and how managers can support them in their aims and objectives, is to understand that different people are motivated by different things. Managers should make a conscience effort to stay in touch with the interest, skills and abilities that their employees possess. Given the opportunity, it is possible that employees can provide valuable information about how to motivate each other to do a better job.
Many employees lose motivation if not considered deserving of merit rewards, which directly affect performance. Employee’s say the criteria used to measure performance is highly subjective and unfair. Consequently, favoritism when rating employees can create major problems within an organization. This makes other employees unmotivated; they feel insignificant, causing low morale, because no matter how high they perform, they never meet the standards. Unmotivated employees produce less and do not substantially contribute to the organization. The inconsistencies with the appraisal system used for merit pay causes a higher degree of employee conflict, which directly affects productivity. Often personal goals may become more important than team goals, which is not beneficial to the company and affects team unity. Developing an accurate performance appraisal system where assessors are properly trained and objectives are clearly spelled out and discussed with employees can alleviate many
Although performance is a major objective at top organizations, successfully addressing poor performance is also a key focus. Although many employees feel or dread performance appraisals they are directed to enforce clarity with individual employees day-to-day work-load, performance appraisals develops responsibility while making employees accountable for performance expectations, reinforces future career planning, helps the organization with determining training needs, and provides a stem of documentation for legality purposes. Performance management in detail is much broader than many employers, and employees assume and necessitates so much more. Proficient appraisals should represent a summary of on-going dialogue. Focusing only on an annual performance evaluation leads to misrepresentation of the performance management process in its