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Essay / Research Paper Abstract
This 12-page paper analyzes Red Square Industries, and discusses the topic of forced ranking as a performance appraisal tool. Bibliography lists 9 sources.
Page Count:
12 pages (~225 words per page)
File: AS43_MTredsquan.doc
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listed below. Citation styles constantly change, and these examples may not contain the most recent updates. RED SQUARE INDUSTRIES: A PERFORMANCE APPRAISAL ANALYSIS
Research Compiled by 9/2010 Please Executive Summary
Red Square Industries uses a forced ranking system for performance appraisal of its employees, but this is a system that isnt working very well. Instead of rewarding
talent and creating motivation, the system leads to envy, resentment and a lack of teamwork. Forced ranking involves comparisons of employees to one another, with those comparisons then placed on
a curve. The higher-ranked employees receive salary increases and bonuses, while the lower ones have six months to shape up, or be terminated.
There are benefits to forced ranking (which was introduced by GEs Jack Welch in 2000) - and these include the ability to groom top talent while weeding out people who
dont belong to a company. However, if misused, forced ranking can create tension, anger, hostility and poor morale problems. The best way for Red Square to use a forced ranking
system is to use it only short-term, use it in conjunction with other performance appraisal systems, and to ensure immediate use of the information from a forced ranking activity.
Introduction and Overview For decades, the words "performance appraisal" have created reactions ranging from eye rolls to resignation. Doing appraisals correctly typically takes
a great deal of time - time that management doesnt really have (Merritt 2007; 3). But appraisals are necessary to help with an organizations strategic alignment, to motivate improvement and
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