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Appraisals At GE Case Analysis

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Autor:  pipsqueak  02 February 2013
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360-Degree Appraisals at GE Case Analysis

Janelle Canty, Lindsay Gainor, Karyne Jackson, & Allen Tung

Davenport University

HRMG700 Managing Human Resources

Dr. Robert Finklemeier

December 9, 2012


170 GE Employees in Durham, North Carolina, work in nine teams to produce the GE90 jet engines that are used by Boeing in its long-range 777 aircrafts. Each team “owns” the engines they build, starting at the beginning of the assembly to them being loaded on the trucks for delivery. Teams are not given instructions from managers except for the date of when the engine is to be shipped from the plant.

Self-management is used by the employees in this plant. The decisions that are made include, when to order tools and parts; training, scheduling vacations, overtime, adjustments to the production process to improve efficiency, monitoring product quality, and taking responsibility for diagnosing and resolving any issues that may arise among the members of the team. Decisions are made by a consensus by everyone on the team; this is a founding principle of the plant. Any ideas and decisions are to be lived with even though all team members may not agree; however, no blame is allowed to be place on any of the team members when things go wrong, because the decision was made with all team members consent. The consensus process has become a way of “life” at the plant so much that the employees routinely talk about “consensusing” on this or that.

Paula Sims is the only boss at this plant and her main objective is to keep everyone’s attention focused on the common goal of “making perfect jet engines correctly, quickly, and cheaply.” Her job is to make sure that all team members’ efforts are coordinated so that their decisions optimize the plant’s performance and to free up resources for growth and improvement. She has learned that what you intend to communicate isn’t always easy and she has also learned to listen carefully to monitor her effectiveness.

The culture at this plant is that the manager is responsible for making decision only about a dozen times a year and the decisions are either heavily relied on input from the employees or are made by the employees. The manager is only responsible for making sure the plant employees know about the problems and for informing the GE managers whom they report to. The manager is expected to listen, not decide. The plant manager educates the task force and everyone else about the problem and e ...

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