The slide which is a OB group presentation, is about on the case; "Politics of performance appraisal" in Eckel Industries based on four managers : Tom, Jim, Lynne and Max and what they feel about the evaluation process that goes on in the company, what are the outcomes and how the process can be modified.

1. Organizational Behavior
Farheen ( 074 )
Priya ( 022 )
Mehedi ( 111 )
Anika ( 098 )
Risalat ( 158 )
Rabbi ( 030 )

2. Case Scenario…

3. at Charley’s…

4. Managers at Eckel Industries

5. Tom

6. Tom
28, supervises
a team of
assembles

7. Tom Jim
28, supervises
a team of
assembles

8. Tom Jim
28, supervises
a team of
assembles
34, first line
supervisor in the
metal coating
department

9. Tom Jim Lynne
28, supervises
a team of
assembles
34, first line
supervisor in the
metal coating
department

10. Tom Jim Lynne
28, supervises
a team of
assembles
34, first line
supervisor in the
metal coating
department
33, supervisor in
inventory
department

11. Tom Jim Lynne Max
28, supervises
a team of
assembles
34, first line
supervisor in the
metal coating
department
33, supervisor in
inventory
department

12. Tom Jim Lynne Max
28, supervises
a team of
assembles
34, first line
supervisor in the
metal coating
department
33, supervisor in
inventory
department
35, manages the
company’s 25
quality-control
inspectors

13. Company Overview…

14. Eckel Industries
Company Overview…

15. Eckel Industries
a manufacturer of arc-
welding equipment
Company Overview…

16. Eckel Industries
a manufacturer of arc-
welding equipment
located at
Minneapolis
Company Overview…

17. Eckel Industries
a manufacturer of arc-
welding equipment
located at
Minneapolis
the one plant company
employs about 2000
people
Company Overview…

18. Question No 1…

19. To evaluate the perspectives about performance
appraisal presented by the managers.
Question No 1…

20. Tom feels that, evaluating is…

21. Tom feels that, evaluating is…
Difficult

22. Tom feels that, evaluating is…
Difficult
Subjective

23. Tom feels that, evaluating is…
Difficult
Subjective
Inexact

24. Tom feels that, evaluating is…
Difficult because …
It is difficult for him to remove
emotions from the review process

25. Tom feels that, evaluating is…
Subjective so …
He believes the appraisal should be
accurate rather than fine-tuned to
know the workers how they are doing

26. Tom feels that, evaluating is…
Inexact and so …
He believes that fine-tuning
evaluations manipulates people

27. has difficulty recalling a full year of
performance
Jim

28. will give good review to someone …Jim
Who had a
mediocre year
But has shown
significant improved
in the last few months

29. will also give high ratings to someone …Jim
who isn’t doing well, but is trying hard

30. believes that…Jim
evaluation is the way to show the rebel
who is the boss

31. Lynne believes that…
political considerations are part of the
process, and considers many factors
besides a person’s performance

32. Lynne will give good review …
to someone who isn’t performing up to
their usual standards to encourage and
reassure them

33. Lynne is hesitant to give poor rating…
because it can cause employee problems,
although she would if someone’s long-term
performance is questionable and she believes
that they should look for another job.

34. Max uses evaluations …
to reward and motivate employees and
boosts the ratings to the top level when
he feels unfair ceilings are placed on
raises

35. Max believes …
giving bad employees good ratings is a way
to get them promoted or transferred out of
the department

36. Max believes …
bad ratings can jolt employees into better
performance and that anything good said
about an employee can be used against
the manager in court if he/she later
decide to terminate them

37. Max concurs with
that fine-tuning is manipulative, but
believes that good managing is mostly
psychology—understanding people, their
strengths and weaknesses; knowing how
to motivate, and reward.
Tom …

38. Question No 2…

39. At what point does “fine-tuning” evaluations become
unacceptable distortion?
Question No 02…

40. The managers pointed out the flaws of the evaluation system…

41. emotions can creep into the evaluation process.
The managers pointed out the flaws of the evaluation system…

42. emotions can creep into the evaluation process.
the evaluation process can allow dishonesty to
enter.
The managers pointed out the flaws of the evaluation system…

43. emotions can creep into the evaluation process.
the evaluation process can allow dishonesty to
enter.
another problem can be fine-tuning
The managers pointed out the flaws of the evaluation system…

44. Fine tuning becomes a problem when you are accurately
grading your team …

45. Fine tuning becomes a problem when you are accurately
grading your team …
The managers may have the intentions to help
someone out and improve their performance
by letting them know their flaws

46. Fine tuning becomes a problem when you are accurately
grading your team …
But the managers may have hurt them by doing
so, which can later affect their performance or
they can become demotivated

47. Question No 3…

48. What steps should be taken by the Vice President of HRM of Eckel
Industries to reduce the practice of Fine-tuning in the company?
Question No 03…

49. 1. Should meet all the managers

50. 1. Should meet all the managers
2. Discuss the importance of the evaluation

51. 1. Should meet all the managers
2. Discuss the importance of the evaluation
3. Why evaluations are used

52. 1. Should meet all the managers
2. Discuss the importance of the evaluation
3. Why evaluations are used
4. Discuss the role of evaluation in the
company

53. For future evaluation …
a new evaluation policy can be implemented in which

54. For future evaluation …
not only does the department manager
do the evaluations of their employees
a new evaluation policy can be implemented in which

55. For future evaluation …
each employee will have an evaluation
done by a second manager and two
co-workers as well
a new evaluation policy can be implemented in which

56. why???

57. Because this will …
promote fairness and straighten out any over or under
evaluating on behalf of management.

58. Conclusion…

59. Any Question?

60. Thank You