Employee Evaluation

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Assume you are tasked with providing written and verbal quarterly performance reviews for each of your employees. You have one particular review to do for an employee, Bob, whom you have a great working relationship with. One of Bob’s primary responsibilities is to ensure that each outgoing shipment is complete, all items are free of defects, and there are no discrepancies in inventory. In the past few months, however, several customers have complained about the shipments. In two cases, nearly every item in a shipment contained defects. Another concerning factor is inventory has several major discrepancies. Upon further investigation, the orders in question fall under Bob’s purview. Bob’s overall quarterly performance is poor, and you need to address the problems.

Assume the role of the plant manager. The corporate office has tasked you with addressing solutions for these issues with Bob. For your initial discussion post, identify one of Bob’s errors and propose a change that he must implement to avoid similar issues in the future. Provide a description of how you would support the employee through proposed changes using the principles of change management.

In your response posts, describe how the changes your peers proposed could be implemented on a larger, department-wide scale to ensure all employees are informed and the issues can be avoided. Would the same change management principles work when applied to the organization, or would changes have to be made?
To complete this assignment, review the Discussion Rubric document.

Peer Response:

5-1 Discussion
Ben Bush
It is always tough to have performance conversations with employees that you have a good working relationship with, that I assume is partly based on previous exemplary performance. One thing I have found success with as a manager is asking the struggling employee that I have a good working relationship with informally before the performance review if they are doing alright with life outside of work. I have found a correlation with performance falling off at work with things not going right outside of work, and if there is a way the organization can help support this employee, the situation can sometimes fix itself with little at work change being made. It should be noted that I do not think this works at all unless you have a good working relationship with this employee.
If the problem ends up being more work related, another thing I have had success with is by trying to create ownership between the employee and the process they are struggling with. Asking the employee what they think could help solve the problem and trying to work good suggestions into the solution can help create this ownership. Jones, Aguirre, and Calderone (2004) write that “Ownership is often best created by involving people in identifying problems and crafting solutions. It is reinforced by incentives and rewards,” which supports what I have seen in my actual work experience.
Lastly, I think the sub-culture of the plant has to be considered in this situation. As much as it is Bob’s responsibility to make sure that the shipments get sent out with no defects, if a shipment gets sent out where nearly every item is defected, that issue goes far beyond just Bob and into how the plant can better manufacture products without defects. Jones, Aguirre, and Calderone (2004) write that “Successful change programs pick up speed and intensity as they cascade down, making it critically important that leaders understand and account for culture and behaviors at each level of the organization.” The biggest mistake I see in these kind of change efforts is that organizations underestimate the difference between the culture of the organization and the sub-culture in the plant. Management must create ownership in the plant culture and reconnect with the plant employees in a way that finds solutions to the number of defected products.
References
Jones, J., Aguiree, D., and Calderone, M. (2004, April 15). 10 principles of change management. Strategy + Business. https://www.strategy-business.com/article/rr00006

 

Sample Solution

re are several interpretations which explore the main reason for the end of the Cold War such as the Afghanistan War, Reagan’s Presidency, Gorbachev’s leadership, the economy and the independence of Eastern European countries. The main factor that led to the end of the Cold War was the debilitated relationship of the Soviet Union with Eastern European countries which meant that countries such as Poland and Hungary gained independence. As Levesqué argues, the independence of Eastern European countries led to the end of the breakdown of the Soviet Union, ultimately ending the Cold War because of the lack of focus on the East and the increased focus on the West. Moreover, the Soviet Union could not maintain their power and control over the Eastern European countries and could not provide financial aid when requested by Eastern European leaders. Thus, they saw Soviet control and support as inadequate. Although Oberdorfer sees Gorbachev’s leadership as the most important reason for the end of the Cold War, it is not true because the gaining of independence was the most detrimental factor which completely dissolved the Soviet Union, hence why the gaining of independence of Eastern European countries was the most impactful factor that led to the end of the Cold War. Levesqué: Levesqué believes the main reason for the end of the Cold War was the lack of control Gorbachev had over the Eastern European countries. Ultimately, this led to the end of the Cold War because the countries broke away from the Soviet control, which further led to the rapid downfall of the Soviets. Levesqué argues Gorbachev tried to have “the best of both worlds” by having “change and relative stability” in the Eastern European countries. Gorbachev was too focused on the West, disregarding the Eastern European countries which led to their independence because “first priority was given to the East-West rapprochement”. Therefore, the Eastern European countries were a significant reason for the end of the Cold War because the Soviet Union lost control over them as their power was minimised. Additionally, Levesqué depicts how historians in the past thought that Soviet Union leaders had “very poor information on the situation in Eastern Europe”. His argument is based on newly released documents, such as the report from the Bogomolov Institute, which clearly reveal problems at the time – they were just not acted upon. Eastern countries e.g Bratislava were looking to become independent because they disliked the Russian control, but this desire for independence was negative since it meant that the Soviet Union had less control over reforming them. Gorbachev wanted the leaders themselves to implement the changes, supporting the idea of freedom and democracy, but this ultimately led to the Cold War’s end as many were hesitant and refused to implement changes. “Gorbachev was convinced that reform could work in Eastern Europe, but he believed that the initiative had to come from the top leadership of these countries”, supports Oberdorfer’s central argument of his leadership being the main reason of the Co

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