JOB ANALYSIS METHODS
In the past, organizations focused exclusively on performance appraisal. Today, more organizations are practicing performance management, which goes beyond the appraisal, focusing on development as well as linking individual performance to organizational strategy.
GE started a forced distribution appraisal system that resulted in firing those whose performance ranked in the bottom 10 percent each year, and this approach was adopted by other companies. Giumetti and Schroeder (2014) called this forced distribution appraisal system a “rank and yank” system.
Describe performance appraisal and performance management.
Compare and contrast the two approaches. Identify the strengths and weaknesses of each.
Does a forced distribution appraisal system lead to increased organizational performance
What has been your experience with these approaches?
Reference
Giumetti, G. W., & Schroeder, A. N. (2014). Forced distribution rating systems: When does “rank and yank” lead to adverse impact? Journal of Applied Psychology, 100(1), 180–193
ANALYSIS OF WORK
The past was dominated by performance appraisal. Nowadays, more companies use performance management, which goes beyond appraisals and links individual performance to organizational goals.
Other corporations followed GE’s lead and implemented a compulsory distribution appraisal system that ended in terminating the poorest 10% of performers every year. So termed “rank and yank” assessment system by Giumetti and Schroeder (2014).
Explain performance appraisal and management.
Contrast the two methods. Identify their benefits and drawbacks.
Is a compulsory distribution appraisal method better for the organization?
How have these methods worked for you?
Reference
In Giumetti GW & Schroeder AN (2014). When does “rank and yank” have negative consequences? J Appl Psychol, 100(1), 180–193
