...Question 1. What's your opinion regarding forced ranking performance appraisals? Do they motivate employees? Explain. I believe forced ranking performance appraisals can be motivating for some employees and not motivating for others. Individuals with strong high-order needs who know that they will be ranked come appraisal time will strive and perform in order to achieve the highest rank possible. Other individuals with weak high-order needs might not strive for a high rank. I believe these individuals might even perform below their ability because of perceptions (i.e. "why should I work harder because so and so will get a higher rank than me anyway"). Even though I have consistently ranked high whenever evaluated under a forced ranked system in the past, I personally do not like forced ranked performance appraisals and believe they can cause an organization more harm and be less productive because of the system. I served in the U.S. Navy from 1994 until 1999. During that time I was evaluated annually by my superior(s) in a quasi forced ranked performance appraisal system. At that time in the Navy there were three evaluation marks a sailor could receive: Promotable (average), Must Promote (above average) and Early Promote (Outstanding). The evaluation one would receive weighed heavily on the sailor's likelihood of being promoted to the next rank/pay grade at the next promotion cycle, which also occurred annually several months after the evaluations were given....
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...associates against each other. This approach is known as forced ranking performance appraisal method. It can be argued that this approach is dictated to force managers to make the performance evaluation process truly reflect how each team member is performing, relative to others, with the ultimate goal of being more productive employees, who perform at levels to make service, revenue, and growth goals attainable. In my opinion, the system does force managers to have hard conversations with employees that they might otherwise have avoided. As any manager knows, it’s often easier to avoid difficult, painful performance-related conversations than to confront them head on. This method literally forces performance issues to be addressed; for an organization that wants to tighten or formalize its management processes. I believe the forced ranking method can have benefits however, from a hands-on management perspective, there clearly are problems associated with it. Putting it simply, it causes employee morale problems. An issue with forced rankings is that the system results in a heightened focus on individual performance and did very little to promote team building which is always valuable in a corporate environment. The Equity theory is built-on the belief that employees become de-motivated, both in relation to their job and their employer, if they feel as though their inputs are greater than the outputs. The equity theory centers on overall pay as the outcome. Employees can be expected...
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...Lakisah Mikell MNGT 5590 Case 5.1: Comparing Co-Workers Against Each Other: Does This Motivate Employees? 1. What’s your opinion regarding forced ranking performance appraisals? Do they motivate employees? In my opinion, forced ranking performance appraisals can work for some companies, but not for everyone. For example, a company like GE or General Motors could possibly benefit from forced ranking performance appraisals because these companies are driven by efficiency and producing positive results for the bottom line. Since these companies employ hundreds of thousands of people, it’s important for them to efficiently weed out the underperformers while still maintaining the efficiency of the company. Companies, like advertising firms, who rely on a lot of innovation wouldn’t fair well in implementing forced ranking performance appraisals. When it comes to motivating employees, it’s a catch-22. If you have two employees who are in the bottom 10% of underperformers, one employee may use this as a motivation tool because their hierarchy of needs is being met and they enjoy their job. The other employee may not feel motivated because their hierarchy of needs isn’t met and the rating will only reflect their feelings towards their job. Bottom line, what motivates one may not motivate the other. 2. How would equity theory explain some employees’ negative reactions to forced rankings? Explain. The equity theory looks at a person’s perceptions on how fairly...
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...different databases to help determine salary increases for their employees. In this case study titled, “Comparing Co-Workers Against Each Other: Does this Motivate Employees,” it is mentioned that many corporations are using either a forced or stacked ranking system to evaluate their employees performance based on whether they are performing at an acceptable level. These rankings force management to thoroughly evaluate their employees performance based on whether they are performing at an exceed expectations, meet expectations, or below expectations, some managers may rank at a different level than stated. According to Ivancevich, Konopaske, & Matteson (2012), the case study, it indicates that, “one-third of US corporations evaluate employees based on systems that pit them against their colleagues, and some leading to termination (p. 139). These rankings have placed management and employees in an uncomfortable position because managers have to thoroughly evaluate their employees on their performance. Management is forced to address any issues or problems that an employee has regarding his or her performance thus sometimes the ending results are not on a positive note. This process also brought about lawsuits against companies because employees feel as though they were being discriminated against. A lot of companies do not agree in using the ranking system due to the fact that it is unfair to all employees, it hinders collaboration and risk taking; it is a hindrance to the...
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...Employee Portfolio: Motivation Action Plan * Determine the motivational strategy or strategies that would likely be most appropriate for each of your three employees on basis of their individual characteristics. Indicate how you would leverage their employee evaluations to motivate each of the three employees. Describe one or more of the motivational theories and explain how the theories connect to each of your selected motivational strategies. Team Member Name | Summary of Individual Characteristics | Motivational Strategy and Action Plan | Relevant Theory | Jennifer | Jennifer is very dissatisfied with her job, She is dissatisfied with her management, but is very happy with her co-workers, leading to the belief that she is not being motivated properly. She is very happy in general, further confirming that belief. She is very emotionally intense, and has a high emotional intelligence score. She has a tendency to make rash decisions. | Given Jennifer’s lack of job satisfaction, specifically with management, she needs a change in motivation. Specifically, she believes that she is not being recognized for the hard work and dedication that she is putting in to the job. So Jennifer needs to be recognized for her work and achievements, to help her even out her negative other-inside experiences with the organization. Along with this, we will look in to her claims of poor management for any validity. | Equity Theory/Organizational Justice | Jim | Jim scored high in every...
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...Intro [ ] Section 1 In this section I will be looking at the functions and aspects of a successful business. Ranging from, what a manager does to what’s expected of them and how they factor in to a business’s planning and organisational structure. Role of Management The role of management within a business is largely dependent on the type of business. Small businesses are likely to have what is called a “flat structure” where employees have more than one role or skill and can take over duties from another employee if needs be. Flat structures are especially popular with new businesses or “start-ups” where there are often people who have experience in the industry but are new to management. The Flat structure allows them to get hands on and build their business quickly, without going through a hierarchical structure. Larger businesses, typically corporations, use a tall structure. This management style puts emphasis on the individual skills of employees and co-ordinating employees together in teams to complete tasks. The tall structure caters towards employees who have specialist skills to complete large tasks which couldn’t be accomplished otherwise. Within a tall structure there is a larger emphasis on performance than there would be in a flat structure. Depending on the structure the style of the business, management will vary, however, outside of these structures there are common elements which are the basis for all...
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...October 21 2013 | [This paper gives an understanding of the relationship between human capital and the importance of job satisfaction and motivation when selecting employees.] | Written by: Hugo Todorovic-Gatsby | Motivating employees to complete a task is the easy part, but the real challenges that companies face in today’s demanding global markets are motivating those employees to work to the best of their abilities, and guiding their efforts to the vision and values of the organization. For a company to achieve its objectives in productivity, they must hire the employees that best “fit” into their organization’s beliefs and vision. Retaining human capital through job satisfaction and motivation are one of the most critical goals for any organization trying to expand its business model. This paper gives an understanding of the relationship between human capital, and the importance of job satisfaction and motivation when selecting employees. Human capital, job satisfaction and motivation are interrelated terms that are used every day of our lives however, not everyone knows exactly what it takes to effectively motivate employees. The ideology behind retaining human capital is simple: companies spend time and money developing employees that they feel display competencies that will greatly benefit the company in the future. Alongside the developmental stages, companies offer incentives, benefits, rewards and perks to encourage, motivate, and ultimately keep...
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...[pic] Executive Summary Pharmaceutical industry is one of the largest industries in our country. Every year a huge amount foreign currency comes from this sector. Square Pharmaceuticals Ltd., the flagship company, is holding the strong leadership position in the pharmaceutical industry of Bangladesh since 1985 and is now on its way to becoming a high performance global player. It was established in 1958 and converted into a public limited company in 1991. The sales turnover of SPL was more than Taka 5 Billion (US$ 90 million) with about 15% market share (April 2003 – March 2004) having a growth rate of about 16%. Besides fulfilling domestic demand it exports a huge amount of drugs in abroad. It is now exporting medicine in 20 countries. It has achieved the trust of the domestic and foreign people. SQUARE’s Mission is to produce and provide quality &innovative healthcare relief for people, maintain stringently ethical standard in business operation also ensuring benefit to the shareholders, stakeholders and the society at large. As a very large and formal company Square uses different management practices in their corporate world. It does the works of planning, organizing, leading and controlling. Square Pharmaceuticals Ltd. follows a systemic way to take a particular decision. Based on the present & previous available data and information the decision is made, focusing & predicting the future consequences. The Planning mechanism of Square involves...
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...Chapter 7 – Case incident 2 Bullying Bosses Questions: 1. How does workplace bullying violate the rules of organizational justice? To answer this question we need to know what organizational justice is. Organizational justice is divided in 3 main theories such as Distributive Justice, Procedural Justice and Interactional Justice. This theories of justice are created to make the workplace an effective and a pleasant place, where everyone is treated with the same fairness. For example: Interactional justice concerns fairness of how individuals treat one another not only when resources are distributed but in everyday interactions, as well. However, workplace bullying is the opposite side of interactional justice because bullying employees means, treating them without dignity, concern and respect, in others words workplace bullying is about: Persistent, offensive, abusive, intimidating or insulting behaviors, abuse of power or unfair penal sanctions which makes the recipient feel upset, threatened, humiliated or vulnerable, undermines their self-confidence and which may cause them to suffer stress. Bullying is a behavior that makes someone feel intimated or offended. This violates the rules of organizational justice like dignity, concern and respect. And with that we can say that Workplace bullying demonstrates a lack of Interactional Justice among the three types of organizational justice. 2. What aspects of motivation might workplace bullying reduce? For...
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...pay/bonus’ 7 PROMOTION 7 IMPROVEMENTS TO MOTIVATION 8 STAFF FORUMS 8 Fringe benefits 9 P4 9 P5, M3 12 Employee Performance 13 D2 17 Improve relationship with staff and managers. 17 Enable manager to identify a weakness that they can rectify 17 Measuring underperforming workers 18 Promotions of staff 18 Introduction. Within this unit, I will be describing the internal and external factors to consider when planning the human resource requirements of an organisation, describe how the skills that employees require to carry out jobs in an organisation are identified. I will also be outlining how an organisation motivate its employees. Then explaining how organisations obtain the cooperation of their employees, how employee performance is measured and managed, why human resource planning is important to an organisation. I will need be comparing the use of motivation theories in an organisation, and explaining how the results from measuring and managing performance inform employee development. Finally, suggesting, with justification, ways of improving motivation in an organisational setting and assess the importance of measuring and managing employee performance at work. P1 In this section, I will be describing the internal and external factors to consider when planning the human resource requirements of an organisation. By explaining how the various factors apply to a business and the effects they will have. Internal planning factors. The internal factor...
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...the factors that are involved in human resource planning in organisations2 Know how organisations motivate employees3 Understand how to gain committed employee cooperation4 Understand the importance of managing employee performance at work. | Issued | | Date | | Submission Date | | Received By | | Review Period | | | | | Progress of the student | | | Date / Signature | | UNIT DESCRIPTION Human resource management is a dynamic activity in any organisation as it takes place against a changing economic, technical, legal and social background. It is important for learners to appreciate that effective human resource management means getting the best out of the people who work for an organisation in order to ensure the organisation fulfils its purposes, whether it is a football club winning the premiership, or a hospital increasing the success rates for medical operations. Many organisations say that their employees are their most valuable resource because of their skills, knowledge and attitudes. As labour is both an expensive and valuable resource, it is important to ensure it is planned and that the best value is obtained from employees contributions. Human resource managers have to plan their human resource requirements against a background of internal and external factors which are dynamic and constantly changing. The first part of this unit introduces learners to the factors that influence human resource managers when they are planning...
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...Functions of Management Abstract This paper is about the Functions of Management. There are many different styles and kinds of management. This paper will be discussing the different styles and functions of management. It will also be discussing how those functions of management affect us as managers and what their roles are. I believe that in order to really be an effective manager using all the different styles and techniques is required. All functions of management must work together in order for you to be an effective manager. Functions of Management There are many different types and styles of functions of management. The Functions of Management describe the manager’s job in a whole. The most known functions of management are planning, organizing, leading, and controlling. Planning Planning is the function of management that involves setting objectives and determining a course of action for achieving these objectives. It also requires that managers be good decision-makers. There are many different types of planning some examples are: Strategic, Operational, Scenario and Tactical. (Satterleee, A., 2009) In one of my articles it states that “Strategic planning is one of the most critical means of fostering the success of an institution, and the achievement of its vision, mission, and strategic goals.” (Achampong, F.K. 2010) In a book review that I read it talks about scenario planning, in this review it states that, “Scenario planning is a revolutionary...
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...in place. Performance management requires attention from every manager on a daily basis (Cascio, 2013). It is the job of the manager to provide each employee with timely feed back. The managers must also focus the employee’s attention on obtaining the overall goals and objectives of the organization (Cascio, 2013). Furthermore, it is important to know that performance management requires a willingness, ability, and commitment on improving individual employee performance every day (Cascio, 2013). For performance management to be successful, the management must define performance, facilitate performance, and encourage performance (Cascio, 2013). Define Performance Defining performance ensures that individual employees and teams know what exactly is expected of them. This also allows them to stay focused on effective performance. First the managers must set goals for the employees in the organization (Cascio, 2013). The goals need to be specific and challenging to motivate the employee. It is important to provide assessments when defining performance. Performance appraisals play an important part in the overall effectiveness of performance management. According to Cascio, “Regular assessment of progress toward goals focuses the attention and efforts of an employee or a team” (2013). These appraisals provide feedback to the employees about their job performance. The appraisal informs them of what they do well, what they need to work on and their overall ability to perform....
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...PERFORMANCE APPRAISAL AT Submitted to: Mr Haroon Ahmad December 15th, 2011 Table of Contents Introduction 3 Pepsi Pakistan 3 Research Methodology 6 Human Resource Management 8 Performance Appraisal 9 Uses of Performance Appraisal 11 Methods of Performance Appraisal 13 Management by Objectives 16 How is PDR conducted at PepsiCo? 18 Process of Performance Appraisal ...
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...“Management Function of PRAN”. Madam, This is our great pleasure to have the opportunity to submit the report on the “ ” as part of our course studies. The report is prepared based on visiting company, published reports, websites and other related documents and the documents collected from library. Through our best sincerity we have tried to uptake all the related issues in the report within several limitations. We sincerely hope and believe that these findings will be able to meet the requirements of the course. Therefore we would like to place this report for your kind judgment and valuable suggestion. Thanking you. Sincerely yours Md. Mushfiqul Haque Mukit ID: 2010-2-18-010 Arafa Ferdous ID: 2011-1-10-360 Mahfuz Ahmed ID: 2011-2-10-194 ACKNOWLEDGEMENT At first we are very grateful and thankful to the Almighty Allah. For the completion of this report visiting the company, searching for websites, articles and related documents were required. However, it was our instructor, Silvia Akter who played the important role by giving us an insight about the report. We express our profound indebtedness and gratitude to her, for her valuable advice that helped immensely in preparing this report. In addition we would also like to thank all employees of PRAN who spent their valuable time to provide us information about their company. We are also thankful to our fellow students, who helped us a lot to prepare this report. Table of Content History...
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