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Futsuco Electronics: Rewarding Performance

A Case Analysis

In partial fulfillment of the course MMGT-414

Professional Salesmanship Management

Saturday 11:00 AM – 2:00 PM

Charmaine G. Torres

Katrina N. de Guzman

BSBA-MM4B Students

Prof. Edmundo Jose Banagan, Ph.D.

Professor

October 2014

I. Background

In human resources or industrial psychology, 360-degree feedback, also known as multi-rater feedback, multi-source feedback, or multi source assessment, is feedback that comes from members of an employee's immediate work circle. Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers.

The results from a 360-degree evaluation are often used by the person receiving the feedback to plan and map specific paths in their development. Results are also used by some organizations in making administrative decisions related to pay and promotions. When this is the case, the 360 assessment is for evaluation purposes, and is sometimes called a "360-degree review." However, there is a great deal of debate as to whether 360-degree feedback should be used exclusively for development purposes or should be used for appraisal purposes as well.

II. Time context

Though not indicated, the time frame was covered from the time Supria Menon hired from Futsuco Electronics. 3 years ago, rightafter graduating on collage, Supria Menon was one of the top performers and was identified as one of the future outstanding salesperson at Futsuco. In the last part of her 3rd year, she was disappointed to the result of her year-end...