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 leadership, teamwork, personal job accomplishment, military bearing, command and organizational involvement, quality of work, and professional knowledge. In each section of the directorate all these personnel have different roles and responsibilities. I happened to work in an advanced field of radiology known as Interventional Radiology where we deal with complex procedures and patients. The fact that so many personnel with such different job scopes were evaluated against one another seemed unjust in my opinion. How could one rank my job skill where we deal with treating brain aneurysms to that of a person that counts pills and places them in a bag? At the same time how could I be ranked in command and organizational involvement against the person who has less job responsibilities and more time to be involved in command committees, groups, activities and such. This has been my experience with ranking performance evaluations and though the military is a different monster than most organizations it left a sour taste in my mouth in regards to performance evaluations of this kind.
1. What’s your opinion regarding forced ranking performance appraisals? Do they motivate employees? Explain. First let me answer the...