Here is the synopsis of our sample research paper on Compensation and Performance Evaluation at Arrow Electronics. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
Performance Appraisal at Arrow Electronics: A 6 page paper discussing Harvard case 9-800-290: Arrow Electronics is traveling in the right direction, but the system it is trying to make fit its company likely never will unless it can be customized to suit the company's needs. Bibliography lists 6 sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KShrArrowPerf.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
intact paper including its chart will arrive separately. Introduction Arrow Electronics has a long history of false economy and operating under short-term vision.
Though its senior management had admirable goals in striving to encourage loyalty and longevity, it appears to have decreed the goals without learning what would be necessary to achieve
them. CEO Steve Kaufman gave little attention to training for years, then implementing an extensive training program for new salespeople while sales managers apparently were trained only in how
to use Arrows new appraisal system. Late adoption of training is better than no training, but the questions Kaufman currently asks illuminate his own lack of expertise in human
resources. Compensation and Performance Evaluation Analysis Arrows management seeks a more perfect bell curve. The curve that management seeks is one based
on its own goals rather than on actual results. Until 1998, realized results consistently moved closer to managements goals. Only when Kaufman determined that progress was not fast
enough did the progress stop and even reverse itself. Figure 1. Performance Percentages and Goals, 1995 - 1998
Kaufman complained from the beginning that managers were not assigning performance ratings as Kaufman wanted them to. For three years he complained that
they were rating employees too highly and skewing results. Thus in year four he dictated that every employee would receive a "2" rating in at least one of the
seven assessment areas, thereby skewing results in the other direction. Though it is likely that he eventually would gain a bell curve more to his liking, the appraisals from
...