Imelda L. Quijano
Masterand
UZ-Graduate Studies, Ipil Class
SUPERVISOR-EMPLOYEE RELATIONSHIP
The Unexpected Promotion
- Did Lina make the performance evaluation of Imelda at the right time?
No. Performance evaluation needs proper timing on how ready and how
mature the person is in facing the situation. A mere employee might have
considered it as a threat if not properly handled and motivated. There are two
issues that I see that Lina should have considered. First, even before her
promotion she perfectly knew that Imelda lives in isolation from the rest of the
girls. Her life is very secluded. While it is true that “people accomplish more
together than isolation” the answer depicts a strategic management on how to
combat this situation in a more productive and positive way in order to help
the employee. The point is that people, cannot be held responsible for
something to which they have not agreed. The point is also that everyone is
more committed to delivering a responsibility if they have been through the
process of agreeing to do it. This implies that they must have feelings about
the expectations attached, such as time-scale, resources, budget, etc…, even
purpose and method. As a supervisor, Lina must give Imelda the opportunity
to discuss, question and suggest issues concerning expectation attached to a
delegated tasks before she conducted the formal performance evaluation.
Looking at Imelda’s personality it is also important to ask her what level of
authority she feels comfortable being given, so that, Lina as the immediate
supervisor could agree with her. The stand point points out that there are
some people who are confident while others less so.
Second, Lina’s intention on why she called Imelda into her office was to
increase her production, and that performance evaluation might be the
answer to this. I believe even how lucrative the performance evaluation might
be, if it does not worth the effort on proper timing then it defeats its purpose
for ding so. It is also very unfair to conduct a performance evaluation when
the one doing it does not have the ample knowledge on its novel process and
creativity. If, this be given as directed, then thorough observation and careful
study must be done so as not to create bias on the part of the line
employee/line staff in the unit/department where a supervisor belongs. Lina
must have been very much focused on what the management says and sees
about her, thus, she fails to see what Imelda is and how Imelda can become
Maybe, more that valuing her supervisorship status is also seeing the need to
valuing employee initiative. That is by addressing the needs of the employee
to live fulfilling lives, particularly with regard to work. This way, she can decide
where action needs to be taken and manage the situation accordingly as part
of her area of responsibility. This has a subtle important difference to see
beyond the issue at hand. Consequently, the default is now positive rather
than negative.
- Was Lina the right person to be promoted as supervisor?
Yes, hen the management tapped Lina to fill the job of line
supervisor that means that the management had placed confidence on her
as the right person to be given the right job on supervisorship. Although,
selection process might be influenced on being popular or “whom you
know system”, in the end it will always direct the question on whether or
not the person fits the job in order to perform well and to carry-out the job
effectively. In the incident, wherein, Lina called Imelda by having on a
performance evaluation, as suggested by the management, and has
shown negative result on the part of Imelda, does not mean that her
supervisory leadership is a failure; only it is being placed on threat. As
the first responsible in supporting the personal developments of the line
employees in her department, She, Lina, on the other hand fails to
recognize that more than the desire to increase the production, that is by
doing the right thing, she fails to see also on the other way on doing things
right for Imelda, who is a part of the organization .Handling properly
employees behaviors on the job is a part of the supervisory leadership and
it needs effort, time, skills and creativity to successfully hurdle them. Trust
and relationships, problems and solutions, decisions and consequences
are the underlying foundations that make up a good supervisor. All these
are attainable and cannot be avoided in an organization. What is important
her is proper training t handle the most difficult task required in the
job.Lina’s managerial skills in meeting expectations on the job done is
good. Her decisiveness to make several small improvements in her effort
to improve productivity manifest results that are worthy of emulation for
the people who are working within the mainstream of the organization.
Only, for certainty, she lacks the skill on how to handle hostile behavior
that could be a threat for the success of the organization. Nevertheless, an
answer for this ids the so-called performance challenges as the best way
to create teams. The skills, accountability and commitment of the line
employees all influence performance.
CASE INCIDENT ON SUPERVISOR-EMPLOYEE RELATIONSHIP
( The Unexpected Promotion)
Prepared by:
IMELDA L. QUIJANO
Masterand
SUBMITTED TO:
DR. MARICEL S. GARCIA
Professor
No comments:
Post a Comment