This case examines the methods used to evaluate and examine employees and the impact of these methods on productivity and morale. He focuses on "forced ranking" as an evaluation tool and gives examples in which companies such as GE, Yahoo and American Airlines are trying to adopt more flexible systems. We conclude from this case that the evaluation process, whatever name you give it, is a difficult task for both the employer and the employee. It is obviously imperative for the employer to identify and merit the best employees in order to encourage continued levels of performance. However, at the same time, it is a tricky subject when dealing with the lower level of the ranking structure. These individuals may become unhappy, feel discriminated against, and even retaliate against lower grades by reducing productivity, quality, and increasing absenteeism. What we see from this case regarding employee performance reviews is, as Libby Sartain says, “there is no magic process.” (Ivancevitch, 2011) Back when I was a corpsman in the Navy, a performance evaluation ranking model was used for advancement, similar to forced ranking. My last pay grade in the Navy was E-5, so that means I was ranked with other E-5 personnel in my specific branch. As a radiology technologist, I reported to the same branch as lab techs, surgical techs, pharmacy techs, and of course each branch may have your E-5 in administrative roles such as secretarial work , etc. Naval Medical Center San Diego is a very large hospital with a number of E-5 personnel under each directorate. Take for example X-ray techs alone, my last evaluation included over 30 E-5 X-ray techs. The ranking system includes performance traits in l...... middle of paper ......rmation at the entrances and exits of each individual. I would try to create a work environment that includes interesting work, challenging work and innovation, as well as monetary and non-monetary compensation. The ability for employees to accept more responsibilities and receive compensation for accepting those responsibilities would be a motivator for better production. I would motivate employees to excel in areas in which they are competent and to work to become stronger in those in which they demonstrate weaknesses.Works CitedOlympics 1, AIG 0: Why Forced Ranking Is a Bad IdeaBregman, P. Harvard Business Review. February 17, 2010http://blogs.hbr.org/bregman/2010/02/olympics-1-aig-0-why-forced-ra.htmlIvancevich, JM, Konopaske, R. and Matteson, MT (2011) Organizational Behavior and management (9th ed.). New York, NY: McGraw–Hill International Edition.