Life of Alex Sander

Pros: The Company needs high performance workers like Alex for its product launch. With leadership skills he can turn out to be a very valuable asset.

3600 feedback is a process in which someone’s performance is assessed and feedback is given by a number of people who may include their manager, subordinates, colleagues and customers (Michael Armstrong 2009:644). The debate surrounds a point of whether it offers a means of overcoming the traditional limitations of appraisal.

Although performance cannot be judge alone with 360-degree assessment, it provides a commentary aspect that will assist an organization in Leadership Development and Succession Planning. Including the 360-degree appraisal in the performance management process will provide a broader perspective about an employee’s performance and detail to annual appraisal. In addition, the technique facilitates greater self-development for an employee. Moreover, it enables an employee to compare his or her self- evaluation about performance with the perceptions of others.

Alex is seen by many as fun, approachable and "always there to talk or help when you need it". Leadership team members comment that Alex quickly deals with any issues that arise (specifics were not clear). One individual sees the Leadership Team as "almost a family" thanks to Alex's care and leadership.

Like any capable instrument, it should be utilized with care so as to determine every one of the advantages. Here are seven proposals for maintaining a strategic distance from issues.

1. What behaviours by Alex are having the greatest impact on the 360° data provided by her co-workers? Which of these behaviours are positive and which are negative?

* Alex doesn’t consider others opinion which sometimes suppresses their confidence, leading to less job satisfaction which is a major determinant of an employee’s organizational behaviour, increasing absenteeism, turnover and thereby leading to negligible Organization Citizenship Behaviour.

Question 3: What alternatives exist at this point? In Andrew’s position, what would you do? Why?

The following analysis is based on the attitude and behaviour of Alex Sander - newest and youngest product manager at LANDON. He had been very successful in the two product releases he has been in charge of. He is an extremely talented, hard working and dedicated individual and has been very effective. He is capable of delivering results but when it comes to team management he doesn’t seem to fit into the role. He

The following analysis is based on the attitude and behaviour of Alex Sander - newest and youngest product manager at LANDON. He had been very successful in the two product releases he has been in charge of. He is an extremely talented, hard working and dedicated individual and has been very effective. He is capable of delivering results but when it comes to team management he doesn’t seem

In an article from the U.S. Office of Personnel Management [OPM] (n.d.) it stated that “without feedback, you 're walking blind, at best, you 'll accidentally reach your goal, and at worst, you will wander aimlessly through the dark, never reaching your destination.” Feedback is a critical element in a managers “toolbox” when evaluating employees. It gives an employee a view of how good or bad their previous performance was and what or if they need to improve in their performance. It also reduces

“360 degree feedback is a method and a tool that provides each employee the opportunity to receive performance feedback from his or her supervisor and four to eight peers, reporting staff members, coworkers and customers” (Susan M. Heathfield. N/A). X amount of people will fill up an anonymous online or paper feedback form that holds questions with a wide range of workplace capabilities. These forms include questions which are measured on a rating scale and ask to provide comments. The person who is receiving feedback also has to fill out a self-evaluating survey which includes the same survey questions that others receive in their forms.

Performance is evaluated, and information is provided to employees that enables them to reflect on their performance and develop plans. The 360-degree approach allows a wider range of people to evaluate and give feedback on an employee’s performance. A manager might conduct a self-appraisal, as well as receive feedback from peers, subordinates, superiors, and even customers and clients. Some advantages of 360-degree appraisal are that employees can get more than one perspective, and that people who work closely with the employee on a day-to-day basis can give feedback on overall performance, not just once a month or once a year. It is also a useful technique for meeting customer needs. It is sometimes easy for members within an organization to lose sight of the customers' perspectives, and 360-degree appraisal brings the customers' viewpoints into the larger picture. Some disadvantages include the possibility of spiteful evaluations from disgruntled subordinates, especially if evaluations are anonymous, coerced positive evaluations from intimidated employees, or misguided evaluations from employees who are not knowledgeable enough about the job they are evaluating.

Sonya feels that the advantages of 360 degree appraisals do outweigh the disadvantages for many companies. One of the core advantages that she brought up was the fact that a leader cannot be on site 24/7 to observe every person. When you have multiple individuals who are able to provide feedback it allows the leader or HR representative providing the feedback to understand if there are differences in how employees act when the leader is around versus when the leader is not around. Sonya stated that she saw it many times where the leader would say how well an employee was doing but the employees coworkers would come back with a different evaluation and after looking into it some the employee was basically putting on a show for the leader.

In order to address the root problem, HR would like to propose some alternative ideas to Ms. Sims proposals that could include awareness of GE corporate use general of 360 degree performance measures in other locations. Investigations on the benefits from other GE plants should be presented to employees to gain a better understanding and buy-in of the proposal. Knowing the culture of feedback that exist within the plant, Ms. Sims could call for a task force to investigate the benefits of 360 degree feedback and make a direction decision on the use of 360 degree appraisals. In consideration of alternative ideas, Ms. Sims should consider