Examples Of Situational Analysis Paper For Capstone
Capstone Paper
Celeste Roberts-Prince
Thomas Edison State College
MAN-311-OL009: Organizational Behavior
December 2014
Abstract
This capstone paper consists of a situational analysis and critique of the effects of promotion and performance evaluations have on employee morale in my current organization. It will also discuss the detailed policies and procedures utilized within my current organization to evaluate and promote employees in connection with how employee’s morale and the office environment. It will also discuss the process of the 3P system which is our evaluation system, the Individual Development Plan, and the Management Review Panel Process used in determining the employee’s performance rating.
Contents
Title Page…………………………………………………………………………...…..…1
Abstract……………………………………………………………………………..…..…2
Contents……...…………………………………………………………………………....3
Introduction………………………………………………………………………..………4
Background………………..…………………………………………….………….……..5
Problem Statement…………………………………,,,…………………………………....5
Result of Study…………………..…………………………………………………….5-10
Summary and Discussion………………………………………………………….…10-11
Work …show more content…
Cited………………………………………………………………………………12
Introduction
Effective leadership is an important skill in the professional arena. An accomplished leader is a strong communicator, motivator and problem solver. Building teams, motivating employees, measuring client needs and managing conflicts are some of the critical tasks of a leader. The definition of leadership is “the ability to inspire confidence and support among the people who are needed to achieve organizational goals” (Durbin, 2). This is the primary goal of a good leader however I believe the leader needs to have a certain number of characteristics or traits in order to provide this to his/her employees. I would have to say that the most important traits of a good leader are a passion for the work and the people, self-confidence and trustworthiness. I think that it is crucial for a great leader to be passionate about the work that they do as well as the team that they are leading. Within my current role as a Senior Business Support Coordinator, we’re required to take on a leadership role on an almost daily basis. One particular instance that I recall of which I had to take on a complete leadership role was during a snow storm. I was one of the only seniors or management that was actually able to make it into the office. With the few of us that were actually able to make it into the office, I took control and distributed all of the cases that needed to be handled that day. I made sure we had appropriate phone coverage and triaged all incoming work that was received. On this day with short staffing we were able to handle all of the cases that were due for that day and we had not late reports to our home office or the FDA.
Background
The association amongst effective performance evaluations and employee morale is very close. Actually, one of the core reasons to evaluate employees is to encourage them. As a leader, this is an opportunity to reinforce things an employee does well and provide correction and planning for areas that need improvement. It is important to understand that performance evaluations are definitely a necessary evil, however the process chosen to evaluate one’s employees needs to be considered very carefully.
Problem Statement
The issues with performance evaluations are not within the systems themselves but in how they are administered. It is hard for an employee to deal with a negative performance evaluation in general. However, it is even harder to deal with a performance evaluation that one would consider average when the employee may feel that their work performance level is really much higher.
Research Design
This capstone paper will consist of taking a anonymous poll within my department of my co-workers in regards to how they feel about how the process of performance evaluations are handled with our organization. How these performance evaluations and promotions affect their work performance and feeling about the company.
Results of Study
Within my company we have a system in which we used called the 3P system. This system has all of our goals that are cascaded down from out managers. Within the product safety department the majority of all our goals are group goals so it is extremely hard to stand out individually. It allows for a “loafer” to receive the same rewards because the other’s pick up the slack and still they look good in return.
In December and January of each year the employee lists their progress, weight goals, lists any accomplishments, year-end self-appraisal on 3P/IDP (Individual Development Plan) and we submit them to our manager. The manager and employee then discuss to ensure everything is clear and accurate. The manager then obtains feedback and input on the employee’s performance and behavior from others and participates in calibration. Calibration is a system of checks and balances that ensures the employee’s performance is rated as fairly, objectively and equitably as possible. The next step to the 3P process is to have the manager draft 3P year-end appraisal considering employee’s self-appraisal, input and managers own observations.
Here is where the issue in my opinion comes into play. It is understandable that feedback is necessary in order for managers to make an accurate assessment of the employee’s performance and behavior. When the managers meet to discuss ratings they are allowed to provide input on each employee even if they do not directly work with that employee. How is it possible to make an assessment on an employee’s performance or behavior if a manager is not directly working with them at any time? I believe the feedback should come directly from those that work directly with the employee so that a true assessment and feedback can be given.
We are also required to attach to our 3P system is a form that is called an IDP or Individual development plan. The purpose of this form is to set long term goals for your career path and your manager is supposed to help you guide.
After all this has been performed at the end of the year and an assessment has been performed a rating is applied to the employee. OUTSTANDING: The employee has consistently exceeded the objectives of the role and works highly independent and proactive to achieve results. The employee is recognized as having made an exceptional contribution to group/business goals and is consistently a role model of the
Nordisk Way. The quality of work is exceptional. Examples: Anticipates opportunities, leads change, and encourages innovation in others. Strong, independent leader who develops best practices and raises overall standards for NNI. Always delivers substantially more than is required and works beyond normal limits of job.
Verbal Descriptors: Superior, Extraordinary, Exceptional, Outstanding, Role Model, Proactive Behavioral Frequency: Always, Invariably, Constantly. EXCEEDS EXPECTATIONS AND GOALS: The employee has consistently exceeded almost all objectives of the role and often delivers more than what could be expected when achieving results. The employee has consistently demonstrated and sometimes been a role model of the Novo Nordisk Way. Examples: Often delivers more than is required in terms of set targets – faster or better than anticipated. Proactively solves problems and focuses on continuous improvement. Requires minimal guidance and makes a very good contribution to overall business. Verbal Descriptors: Admirable, Commendable, Very Good, Well Regarded. Behavioral Frequency: Consistently, Regularly, Very Often.
MEETS EXPECTATIONS AND GOALS: The employee has successfully and consistently delivered solid results and met all objectives for the role. The employee has demonstrated all the desired behaviours, in line with the Novo Nordisk Way.
Examples: Is a competent performer who meets expectations on all competencies. Ensures work is done correctly and takes responsibility for tasks and decisions. Requires some guidance and makes a good contribution to the business. Verbal Descriptors: Fully Successful, Effective, Competent, Good, Solid, Proficient. Behavioral Frequency: Often, Usually, Frequently. APPROCHES EXPECTATIONS AND GOALS: The employee has met some but not all objectives for the role and/or has not demonstrated all the desired behaviors in line with the Novo Nordisk Way. Further improvement is needed and a plan may be necessary. The employee may also be new to the role. Examples: Falls short of targets; may have problems in a specific area or across several areas. Requires regular guidance; may be new. Makes small or unsatisfactory contribution to business
Verbal Descriptors: Developing, Marginal, Moderate, Inconsistent, Mediocre
Behavioral Frequency: Sometimes, Occasionally.
DOES NOT MEET EXPECTATIONS AND GOALS: The employee has met few of the key objectives for the role and results fell considerably below expectations. The employee has demonstrated behaviors that breach the Novo Nordisk Way. An action plan must be established to document how the performance can be considerably improved. Examples: Corrective action has been initiated but not met with a sufficient response. Deadlines and priorities are not managed. Falls short of targets most or all of the time and lacks credibility. Verbal Descriptors: Unacceptable, Unsatisfactory, Ineffective, Poor Behavioral Frequency: Rarely, Never.
The issue with this type of rating system is that mid-year you could be on task to meeting expectations and by the end of the year you can be at an approaches. We do have what is called one on one meeting each month to discuss your progress or any other issues that you may have however a lot of times any performance issues are never addressed. Also another rating system is that one year you could receive an exceeds expectations and are told by your manager to do exactly what you are doing and keep up the good work. However the following year doing the same type of work you will receive a meets expectations.
Although each performance evaluation is supposed to remain private that does not always happen. Employees that work so closely together relationships are developed and people share information with each other. With that being said when you have directly been told by a manager that it is unlikely that if you receive an exceeds expectations two years in a two years in a row, personal conversations have confirmed that this is not the case. So of course this does affect moral.
Promotions are given out in April and October of each year. There is no set process or reasoning behind them. It is primarily based of what the managers choose to do. Someone who has been in the company one year could be prmoted over soenoen who has been there for 10 years. This process has its pros and cons. The pro is regardless of the seniority level of the employee, one’s knowledge and skill could be take precedent. This is definitely considered a good thing because within a lot of companies people choose to stay for long periods of time and if seniority is one of the factors a more skilled person could be over looked for a promotion based on that fact alone. One of the cons that because there is no set rim or reasoning behind who gets promoted or not and its primarily based on what the manager chooses likability could supersede over everything. This above all else will definitely cause a morale issue for someone who has worked hard to receive a promotion and still does not receive any type of recognition or reward.
Summary and Discussion
Overall the organization I work for is an extremely great company to work for.
I just believe that management has to needs to take a hard and honest look at how the evaluation process is performed. It has to be more professional and honest and feelings and emotions need to be taken out of the process and complete work performance needs to be reviewed and assessed. This is the only way that true morale culture will be better when it comes around review time. During one on one meeting managers also need to be more honest about the process so that the employee has an opportunity to at least attempt to make a change. There should not only be group goals in regards to the 3P there need to be individual goals created so that individuals have an opportunity have an opportunity to shine instead of feeling like they are a part of one big
machine.
Work Cited
Durbin, Andrew. Leadership: Research Findings, Practice and Skills 6th Edition, 2000. South-Western Cengage Learning.
Celeste Roberts-Prince
Thomas Edison State College
MAN-311-OL009: Organizational Behavior
December 2014
Abstract
This capstone paper consists of a situational analysis and critique of the effects of promotion and performance evaluations have on employee morale in my current organization. It will also discuss the detailed policies and procedures utilized within my current organization to evaluate and promote employees in connection with how employee’s morale and the office environment. It will also discuss the process of the 3P system which is our evaluation system, the Individual Development Plan, and the Management Review Panel Process used in determining the employee’s performance rating.
Contents
Title Page…………………………………………………………………………...…..…1
Abstract……………………………………………………………………………..…..…2
Contents……...…………………………………………………………………………....3
Introduction………………………………………………………………………..………4
Background………………..…………………………………………….………….……..5
Problem Statement…………………………………,,,…………………………………....5
Result of Study…………………..…………………………………………………….5-10
Summary and Discussion………………………………………………………….…10-11
Work …show more content…
Cited………………………………………………………………………………12
Introduction
Effective leadership is an important skill in the professional arena. An accomplished leader is a strong communicator, motivator and problem solver. Building teams, motivating employees, measuring client needs and managing conflicts are some of the critical tasks of a leader. The definition of leadership is “the ability to inspire confidence and support among the people who are needed to achieve organizational goals” (Durbin, 2). This is the primary goal of a good leader however I believe the leader needs to have a certain number of characteristics or traits in order to provide this to his/her employees. I would have to say that the most important traits of a good leader are a passion for the work and the people, self-confidence and trustworthiness. I think that it is crucial for a great leader to be passionate about the work that they do as well as the team that they are leading. Within my current role as a Senior Business Support Coordinator, we’re required to take on a leadership role on an almost daily basis. One particular instance that I recall of which I had to take on a complete leadership role was during a snow storm. I was one of the only seniors or management that was actually able to make it into the office. With the few of us that were actually able to make it into the office, I took control and distributed all of the cases that needed to be handled that day. I made sure we had appropriate phone coverage and triaged all incoming work that was received. On this day with short staffing we were able to handle all of the cases that were due for that day and we had not late reports to our home office or the FDA.
Background
The association amongst effective performance evaluations and employee morale is very close. Actually, one of the core reasons to evaluate employees is to encourage them. As a leader, this is an opportunity to reinforce things an employee does well and provide correction and planning for areas that need improvement. It is important to understand that performance evaluations are definitely a necessary evil, however the process chosen to evaluate one’s employees needs to be considered very carefully.
Problem Statement
The issues with performance evaluations are not within the systems themselves but in how they are administered. It is hard for an employee to deal with a negative performance evaluation in general. However, it is even harder to deal with a performance evaluation that one would consider average when the employee may feel that their work performance level is really much higher.
Research Design
This capstone paper will consist of taking a anonymous poll within my department of my co-workers in regards to how they feel about how the process of performance evaluations are handled with our organization. How these performance evaluations and promotions affect their work performance and feeling about the company.
Results of Study
Within my company we have a system in which we used called the 3P system. This system has all of our goals that are cascaded down from out managers. Within the product safety department the majority of all our goals are group goals so it is extremely hard to stand out individually. It allows for a “loafer” to receive the same rewards because the other’s pick up the slack and still they look good in return.
In December and January of each year the employee lists their progress, weight goals, lists any accomplishments, year-end self-appraisal on 3P/IDP (Individual Development Plan) and we submit them to our manager. The manager and employee then discuss to ensure everything is clear and accurate. The manager then obtains feedback and input on the employee’s performance and behavior from others and participates in calibration. Calibration is a system of checks and balances that ensures the employee’s performance is rated as fairly, objectively and equitably as possible. The next step to the 3P process is to have the manager draft 3P year-end appraisal considering employee’s self-appraisal, input and managers own observations.
Here is where the issue in my opinion comes into play. It is understandable that feedback is necessary in order for managers to make an accurate assessment of the employee’s performance and behavior. When the managers meet to discuss ratings they are allowed to provide input on each employee even if they do not directly work with that employee. How is it possible to make an assessment on an employee’s performance or behavior if a manager is not directly working with them at any time? I believe the feedback should come directly from those that work directly with the employee so that a true assessment and feedback can be given.
We are also required to attach to our 3P system is a form that is called an IDP or Individual development plan. The purpose of this form is to set long term goals for your career path and your manager is supposed to help you guide.
After all this has been performed at the end of the year and an assessment has been performed a rating is applied to the employee. OUTSTANDING: The employee has consistently exceeded the objectives of the role and works highly independent and proactive to achieve results. The employee is recognized as having made an exceptional contribution to group/business goals and is consistently a role model of the
Nordisk Way. The quality of work is exceptional. Examples: Anticipates opportunities, leads change, and encourages innovation in others. Strong, independent leader who develops best practices and raises overall standards for NNI. Always delivers substantially more than is required and works beyond normal limits of job.
Verbal Descriptors: Superior, Extraordinary, Exceptional, Outstanding, Role Model, Proactive Behavioral Frequency: Always, Invariably, Constantly. EXCEEDS EXPECTATIONS AND GOALS: The employee has consistently exceeded almost all objectives of the role and often delivers more than what could be expected when achieving results. The employee has consistently demonstrated and sometimes been a role model of the Novo Nordisk Way. Examples: Often delivers more than is required in terms of set targets – faster or better than anticipated. Proactively solves problems and focuses on continuous improvement. Requires minimal guidance and makes a very good contribution to overall business. Verbal Descriptors: Admirable, Commendable, Very Good, Well Regarded. Behavioral Frequency: Consistently, Regularly, Very Often.
MEETS EXPECTATIONS AND GOALS: The employee has successfully and consistently delivered solid results and met all objectives for the role. The employee has demonstrated all the desired behaviours, in line with the Novo Nordisk Way.
Examples: Is a competent performer who meets expectations on all competencies. Ensures work is done correctly and takes responsibility for tasks and decisions. Requires some guidance and makes a good contribution to the business. Verbal Descriptors: Fully Successful, Effective, Competent, Good, Solid, Proficient. Behavioral Frequency: Often, Usually, Frequently. APPROCHES EXPECTATIONS AND GOALS: The employee has met some but not all objectives for the role and/or has not demonstrated all the desired behaviors in line with the Novo Nordisk Way. Further improvement is needed and a plan may be necessary. The employee may also be new to the role. Examples: Falls short of targets; may have problems in a specific area or across several areas. Requires regular guidance; may be new. Makes small or unsatisfactory contribution to business
Verbal Descriptors: Developing, Marginal, Moderate, Inconsistent, Mediocre
Behavioral Frequency: Sometimes, Occasionally.
DOES NOT MEET EXPECTATIONS AND GOALS: The employee has met few of the key objectives for the role and results fell considerably below expectations. The employee has demonstrated behaviors that breach the Novo Nordisk Way. An action plan must be established to document how the performance can be considerably improved. Examples: Corrective action has been initiated but not met with a sufficient response. Deadlines and priorities are not managed. Falls short of targets most or all of the time and lacks credibility. Verbal Descriptors: Unacceptable, Unsatisfactory, Ineffective, Poor Behavioral Frequency: Rarely, Never.
The issue with this type of rating system is that mid-year you could be on task to meeting expectations and by the end of the year you can be at an approaches. We do have what is called one on one meeting each month to discuss your progress or any other issues that you may have however a lot of times any performance issues are never addressed. Also another rating system is that one year you could receive an exceeds expectations and are told by your manager to do exactly what you are doing and keep up the good work. However the following year doing the same type of work you will receive a meets expectations.
Although each performance evaluation is supposed to remain private that does not always happen. Employees that work so closely together relationships are developed and people share information with each other. With that being said when you have directly been told by a manager that it is unlikely that if you receive an exceeds expectations two years in a two years in a row, personal conversations have confirmed that this is not the case. So of course this does affect moral.
Promotions are given out in April and October of each year. There is no set process or reasoning behind them. It is primarily based of what the managers choose to do. Someone who has been in the company one year could be prmoted over soenoen who has been there for 10 years. This process has its pros and cons. The pro is regardless of the seniority level of the employee, one’s knowledge and skill could be take precedent. This is definitely considered a good thing because within a lot of companies people choose to stay for long periods of time and if seniority is one of the factors a more skilled person could be over looked for a promotion based on that fact alone. One of the cons that because there is no set rim or reasoning behind who gets promoted or not and its primarily based on what the manager chooses likability could supersede over everything. This above all else will definitely cause a morale issue for someone who has worked hard to receive a promotion and still does not receive any type of recognition or reward.
Summary and Discussion
Overall the organization I work for is an extremely great company to work for.
I just believe that management has to needs to take a hard and honest look at how the evaluation process is performed. It has to be more professional and honest and feelings and emotions need to be taken out of the process and complete work performance needs to be reviewed and assessed. This is the only way that true morale culture will be better when it comes around review time. During one on one meeting managers also need to be more honest about the process so that the employee has an opportunity to at least attempt to make a change. There should not only be group goals in regards to the 3P there need to be individual goals created so that individuals have an opportunity have an opportunity to shine instead of feeling like they are a part of one big
machine.
Work Cited
Durbin, Andrew. Leadership: Research Findings, Practice and Skills 6th Edition, 2000. South-Western Cengage Learning.