Southfield Packaging Case Study
Southfield Packaging Case Study
1a) What is your evaluation of the appraisal process (SPR) at Southland Packaging? My initial evaluation of the this process is positive, if both the supervisor and the employee adhered to the guidelines that were to be utilized during the process. The SPR was to last two full hours (not certain it should require this much time) and provide an undisturbed opportunity for the manager and to communicate directly with the subordinate about their level of performance. In turn, it offered the employees a venue to voice career goals and workplace concerns to superiors. This process is much like any Fortune 500 company process, we use nearly identical criteria at Xerox. The online tool is beneficial to the supervisor because it allowed them create a space where they could readily view the noteworthy information they had accumulated throughout the year on proposals, customer survey information, voicemails and email exchanges on both positive and negative feedback. The key to this type of data is… who has accessibility to it? Only the supervisor? Can the employee add information? Is it collaborative? That wasn’t discussed. I believe it should be kept as private information, but the data would only be as beneficial as the original note keeper made it.
b) Is the performance appraisal well designed? I believe it is for as basic as it is. I liked that the bonus structure was directly tied to the company’s profitability, factual data and the expectations of that bonus were set up front from date of employment. I can appreciate that the salary and promotions were based on merit increases for performance. In sales at Xerox, it is the exact opposite. The bonus structure is based upon for performance and the salary increase is based up the performance and tied to the profitability to the company. The case study only discussed the SPR process for management. My hopes would be that they have a clearly defined process for sales, manufacturing,
1a) What is your evaluation of the appraisal process (SPR) at Southland Packaging? My initial evaluation of the this process is positive, if both the supervisor and the employee adhered to the guidelines that were to be utilized during the process. The SPR was to last two full hours (not certain it should require this much time) and provide an undisturbed opportunity for the manager and to communicate directly with the subordinate about their level of performance. In turn, it offered the employees a venue to voice career goals and workplace concerns to superiors. This process is much like any Fortune 500 company process, we use nearly identical criteria at Xerox. The online tool is beneficial to the supervisor because it allowed them create a space where they could readily view the noteworthy information they had accumulated throughout the year on proposals, customer survey information, voicemails and email exchanges on both positive and negative feedback. The key to this type of data is… who has accessibility to it? Only the supervisor? Can the employee add information? Is it collaborative? That wasn’t discussed. I believe it should be kept as private information, but the data would only be as beneficial as the original note keeper made it.
b) Is the performance appraisal well designed? I believe it is for as basic as it is. I liked that the bonus structure was directly tied to the company’s profitability, factual data and the expectations of that bonus were set up front from date of employment. I can appreciate that the salary and promotions were based on merit increases for performance. In sales at Xerox, it is the exact opposite. The bonus structure is based upon for performance and the salary increase is based up the performance and tied to the profitability to the company. The case study only discussed the SPR process for management. My hopes would be that they have a clearly defined process for sales, manufacturing,