Organizational Behavior & Leadership

Organizational Behavior & Leadership Name: Course: Professor Name: (August 11, 2012) .  Organizational Behavior & Leadership Performance evaluation identifies with performance appraisals (PA). It is a periodic and systematic process that is used to assess the job performances on the individual employees concerning productivity according to a preset organizational objectives and criteria (Robbins & Judge, 2007). The areas of considerations identifies with future improvement potential, organizational citizenship behavior, task accomplishments, weaknesses and strong points among other aspects (DelPo, 2012). Performance evaluation data is collected with judgmental evaluation, personnel evaluations and objective production evaluation. Considering this case study, it has been noted that the engineer had previous exposure with the aerospace industry. He is considered detail oriented, bright and hardworking. The engineer is task oriented considering that he made vital changes to the middle sized manufacturing company that led to massive savings in costs resonating with energy and safety hazards. Despite the current developments, it has been noted that the engineer is resented by the fellow co-workers. The engineer is not ready to be evaluated citing little confidence with the company’s system of approaching the evaluation processes. He argues that rating scales are defective focusing on relationships and personal traits (Robbins & Judge, 2007). The manager has been considering putting in place the 360 degree evaluation plan, but he is doubtful whether the stubborn engineer will accept. The engineer at most times pays less attention to the manager when he is addressing the coworkers. The 360 degree feedback identifies with multi-rater feedback, multi source assessment and multi source feedback. This model incorporates the feedback particularly from the members of the employees. This means that the manager considers the direct feedback from the teams within the employee’s peers, subordinates, self evaluation and supervisors. In some cases, evaluations from the external forces are considered resonating with suppliers and customers and other influential stakeholders (Jensen, 2007), this maybe performance by the application of traditional performance appraisal or by upward feedback (Robbins & Judge, 2007). The results obtained are used in setting developmental map and plan. This is critical in developing administrative decisions, particularly relating to promotions and pay. The manager noted with concerns that the engineer was characterized with medium rating on friendly aspects, low medium rating on workplace neatness and low medium rating on the attitude (DelPo, 2012). The company reflects on friendly rating, workplace neatness rating and attitude rating. It was noted that the friendly rating on the part of the engineer was low considering that he did not respect the inputs of the other employees (Jensen, 2007). It has been noted that work friendly environment gears at successful work relationships. This is critical in cultivating trust, diversity, mindfulness, interrelatedness, respect, varied interactions and effective communication models. Rating on workplace neatness gears is critical in defining the impressi...