Reference no: EM131790014

Patrick James was distribution center supervisor for Barry Automotive’s Aston Plant. When the 12 year veteran was promoted to supervisor six years ago, there was no resentment on the part of employees because he was generally well liked and deserving of the supervisory position. James had practiced open and honest communication with his employees and had developed a climate of mutual trust and respect. The employees would “go to the wall” to get their jobs done effectively and efficiently. However, there was the possibility for James to advance beyond his present position. A lateral move within Barry might be possible, but James did not want to uproot his family. Barry had instituted a formal appraisal system. It consisted primarily of having each supervisor complete a rating-scale evaluation for with space for comments and then discuss the appraisal with each employee. In three weeks, James would have to conduct appraisals on all his employees. He looked forward to doing them, with one exception” Cheryl Reynolds. The 33 year only Reynolds was promoted to assistant supervisor about two years ago. She was regarded as an effective supervisor, with knowledgeable about the technical aspects of the job, and had shared this information with all employees. She emphasized that the success of Barry depended on how fast an employee could learn new processes and apply them to better serving the customers. A perfectionist, Reynolds demanded no less from other employees. A few employees considered her pushy and strong-willed. Reynolds was to receive her degree from a local college at the end of this term and Barry knew she expected to advance in the organization. Reynolds would be the first person in her family to graduate from college, and she wanted a job with additional responsibility. Generally, Reynolds’s employees got the work done in an exceptional manner, but every once in a while, she overstepped her bounds. She required stick adherence to the company rules in all times and circumstances. Occasionally, when Reynolds was within hearing distance, employees could be heard sharing their latest “dumb blonde” joke. Twice in the past two months, James had reprimanded employees for their behavior. He knew that Reynolds expected him to do more to eliminate the jokes. Barry’s sales and profits had been declining over the past fifteen months. People in other area industries had been laid off. Kmart closed its northside store, and one of the telecom firms had shuttered its doors. The area’s unemployment level was at a five year high. The Fisher’s plant had chosen to reduce employment through retirement and normal attrition. James had five unfilled positions because replacements had not been authorized. The consolidation of duties forced managers and supervisors to find creative solutions to problems and to do more work with fewer resources. James knew that Reynolds’s performance was very good and that she very much wanted to be a full fledged supervisor. There was little likelihood that such a position would be available at he Aston plant. He was not looking forward to her performance appraisal.

1. According to some experts, employee appraisals are detested by both management & employees. Outline a process that might help Patrick James feel more comfortable conducting the performance appraisal of Cheryl Reynolds.

2. What should James do to help Reynolds meet her career aspirations?