Organizational Behavior & Leadership

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SUBDOMAIN 317.1 - ORGANIZATIONAL BEHAVIOR & LEADERSHIP

A) ABC Company has an engineer, John, that they are struggling to evaluate, based on our given circumstances. John is well qualified for the position of engineer at ABC, and has performed profitably for the company on various levels. The issue with evaluating John appears to be based on personality problems. The complication involves John's relationship with his co-workers and supervisor. It is not a good or even respectful relationship. There are resentments on the part of his co-workers, and hard feelings on John's part; the working relationship between the two parties is fractured. ABC is using the 360-degree model of evaluations, and based on this model, close to half of John's evaluation comes from his peers. Based on their unfavorable bias toward John, the supervisor will receive poor feedback about him that conflicts with what the task outcomes indicate John is achieving. That is the first of three possible problems with the method being used to evaluate John. Another issue with this evaluation method is that all of the criteria that Ned, John's supervisor, was critiquing had very little to do with John's job performance and everything to do with his personality. The final reason why this method will be ineffective in evaluating John is that for a 360-degree evaluation to really work, all employees must 'buy into' the plan, and John has no faith in it.

A1) The three most used criteria in a performance evaluation are individual task outcomes, behaviors, and traits. Individual task outcome means that an employee will be judged on the end result, rather than on the methodology that the employee used to get there. Behaviors are more difficult to evaluate, as it is not easy to attribute successful or unsuccessful outcomes to behavioral actions. As such, a supervisor will frequently look at interpersonal citizenship to help determine whether behavior is appropriate. The third...
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