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MGT 211

I need new and unique answers, please. (Use your ownwords, don't copy and paste)

subject is human resources management

Case Study

Imagine you’re the VP of Human resources for a Fortunate 100company. You’ve spent your entire career attempting to enhance theworkplace for employees to support their productive work in theorganization. While you understand that bottom-line decisions oftendominate many of the matters you have to address. You have workedhard to ensure that the employees were treated with respect anddignity in all interactions that affected them. You aligned thehiring process to serve the strategic needs of the organization, aswell as implemented an effective performance management system. Youtruly believe in the progress you’ve made in helping theorganization achieve its goals. You simply couldn’t imagine doingthings differently. However, concern that the performancemanagement process is becoming less effective because managers areinflating employee ratings has led 15 percent of all largeorganizations to adjust their performance management to what isfrequently called “rank and yank”. Under such a system, managersare evaluated as 1, 2, 3 or 4, with 1 being the highest rating and4 the lowest. In many cases, managers are required to give a 4rating to the lowest 10 percent of employees each year. Thoseindividuals receiving a rating of 4 for two consecutive years areoften let go from the organization.
The intent behind this system is that the throughout the two yearprocess, evaluators are to meet frequently with the four employees,counsel them and provide necessary development opportunities.Employees in organizations that employ such a performancemanagement system often view this process unbearable. They view theperformance management process as punitive, one in which theorganization is attempting to rid itself of higher-paid olderworkers. In at least one case, Ford Motor Company employees havefiled a lawsuit to stop this practice¬¬¬¬¬¬¬—and prevailed .Fordremoved the punitive nature of its evaluation system—and focused itmore on counselling and performance improvement of the lowest-ratedemployees rather than elimination from the organization.

Source: Textbook- DeCenzo, D. A., & Robbins, S. P. (2013).Human resource management

ASSIGNMENT QUESTIONS:
1.   What type of evaluation process would you say isbeing used in this case? Explain this evaluation process.[ Marks2]
2.   What effect, if any, do you believe rank and yankevaluations have on managers? Do you see these effects as positiveor negative? Defend your position.[ 3]
3.   What role does such a system have in distortingperformance appraisals?[Marks 2.5]
4.   Write your suggestions/opinions to create betterperformance appraisal system in the Organization. [Marks 2.5]

__________

*************Please re-write this answer  Ineed new and unique answers, please. (Use your own words, don'tcopy and paste)*******************************************

1. What type of evaluation process would you say isbeing used in this case? Explain this evaluationprocess.

The selection process is directed more at the \"Forced Selection\"strategy. The performance evaluation process requires a more\"force-fitting\" approach to fit into a bell-curve distribution theperformance evaluation scores. Another \"Rank & Yank,\" approachwhich required managers to give a 4 percent to the lowest 10percent of employees each year, came into practice for dealing withrating inflation. The outlined framework is all of the highest,medium-range and low performers being defined by the organisation.The machine is also incredibly rigid.

2. What effect, if any, do you believe rank and yankevaluations have on managers? Do you see these effects as positiveor negative? Defend your position.

I think the result is really detrimental, so it's calledpunitive. The rating will be a feedback and contribute to solutionsto a good strategy to address the challenges. The program doesn'tconcentrate hard on changing it-even if there is a 4 ranking fortwo years in a row. It only demonstrates what is possible.

3. What role does such a system have in distortingperformance appraisals?

Employees started to see this as bullying–and the performanceappraisals were more an barrier than an assist. It is a force-fitstrategy that works more at segregating workers into poor, average,and high-performing performers. The success management framework nolonger is a tool for feed forward. The \"ordered\" method is oftenvery restrictive and gives little leeway when it comes to variousskills or positions.

4. Write your suggestions/opinions to create betterperformance appraisal system in the Organization.

(i) Performance evaluations will certainly include a rankingframework–which can still involve the following:

(ii) Interactive discussions during the year

(iii) Continuous input processes Clear mechanism

(iv) Exchange as much details as practicable with staff on theperformance evaluation mechanism.

(v) Making performance appraisal more unbiased, which tends tominimize the prejudice factor Counselling with workers whore-establish.