Company XYZ is a mid-sized R&D organization that is largely based on team work. As a result, semi-annual performance evaluations are conducted at the team and not individual level. Team A received a mediocre rating on the most recent performance evaluation. The manager explained that his appraisal was objective and was solely based on the mediocre quality of the last two projects the team completed which was also evidenced by mediocre customers’ evaluations. Although the team accepted the rating as very objective, one team member expressed his strong disagreement. He said that his own contribution was error-free and he should not be punished for the mistakes of his team members. He demanded to change his performance rating from the mediocre to high. As a manager, what would you do in this situation? What would be your response to the employee? Justify your answer. [This is a reactive approach. You need to deal with the situation as it is.] Proactively, would you do to avoid such situations in the future? Explain. USE TEXTBOOK CASCIO-MANAGING HUMAN RESOURCES 9TH EDITION, CITE WITH PAGE NUMBERS WEAR INFO WAS FOUND IF POSSIBLE.

As a manager, I would have a personal conversation with the employee who opposes the rating. I would make him understand the following facts about performance rating:
When an organization has team based performance appraisals, no individual rating or appraisals are provided. Instead only organizational performance is evaluated.
The employee would have been educated about team based performance appraisals at the time of joining the company and this cannot be changed now.
Assure him that as a manager I would recommend amendments in the performance appraisals to the management so that individual employees are recognized.
2.Personally speaking, I have faced situations in my workplace that I had worked wherein the team performance appraisals created conflicts among team members. Being a manager, I would proactively take efforts to recognize the work of the employee who contributed more or had done superior work in the team. Both monetary and non-monetary awards can be provided to motivate the individual. Employee morale is connected with their performance. Only if the morale is high does the individual perform more.
 
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