1- What’s your opinion regarding forced ranking performance appraisal? Do they motivate employees? Explain By implementing a forced ranking procedure, organizations guarantee that managers will differentiate talent. While conventional performance appraisal systems may allow managers to inflate ratings and award Superior ratings to all, a forced ranking system ensures that distribution requirements will be met. Assuming that the system is wisely constructed and effectively executed, a forced ranking system can provide information that conventional performance appraisal systems can’t. In my opinion, forced ranking performance appraisals is an effective way to judge production.
I can see why people are against this method, saying that it kills the morale and that it creates a cut throat environment that doesn’t involve teamwork. But overall it can motivate a person to work harder and to make sure they aren’t in the bottom percentage in the ratio. The system puts employees into different categories: top 20 percent, the middle 70 percent, and the low-performing 10 percent. The managers rank employees against each other and then use the ranking to determine who receives a raise, bonus, promotions, and sometimes who gets fired. Forced ranking allows the top-ranked employees to be rewarded for their hard work.
2- How would equity theory explain some employees negative reactions to forced ranking? Explain The equity theory focuses on employees being treated fairly in a work environment. This theory shows how employees react to the forced ranking method. People fill that the ranking method violates employees’ rights. Causing some lawsuits and accusing the employer of discrimination. The equity theory really shows how losing a promotion and/or raise really affects the employee motivation and commitment to the corporation. Employees want to be treated equally and when they’re not there’s no motivation. Employees will lower productivity, quality is reduced, you have an increase in absenteeism, and voluntary resignation 3- Based on Chapter 5, if you decided not to use forced rankings at your company, how would you motivate employees? 1-Motivate you first. Think about the motivations that compel you to do a good job and to achieve great outcomes, and focus on them yourself.
This way, you will set a good example for your employees to follow, and be more pleasant to work with. Think of it this way too: if you hate your job, and you’re in charge, what’s there to work up to? Be the best so that others have an incentive to match you 2-Get to know your employees. Get some insight into the lives of the people you hired. Learn about who they are, and where they are going. Find out what motivates each individual to do a good job so you can capitalize on it. 3-Use smarter goals. Convey goals that are specific, realistic, and measurable. As long as your employees can see the light at the end of the tunnel, they will keep working towards it with enthusiasm and focus. 4-Delegate authority. You know the bottom line. Instead of micro-managing everyone else’s work, explain to them what your bottom line is, and assign them a certain amount of authority so that they can take charge of the task at hand. By opening up new possibilities, your employees will be encouraged to do the job the way they would do it if they were in charge. 5-Work out a reward system. Provide a clear system of incentives for your employees, such as: awards and recognition
a pay raise or bonus
increased time off
6-Keep motivation going. Once you have achieved success, don’t forget to celebrate! Equally, don’t lose sight of the reality that this is an ongoing process that is a regular part of your role as a manager. Think of creative ways to increase your motivational strategies, including making use of retreats, team-building exercises and travel where relevant. Always keep in mind that a motivated workforce will be happier, more productive, more profitable and ensures a fun place to work.