David Rhine, compensation manager for Farrington Lingerie Company, was generally

Question

David Rhine, compensation manager for Farrington Lingerie Company, was generally relaxed and good-natured. Although he was a no-nonsense, competent executive, David was one of the most popular managers in the company. This Friday morning, however, David was not his usual self. As chairperson of the company’s job evaluation committee, he had called a late morning meeting at which several jobs were to be considered for reevaluation. The jobs had already been rated and assigned to pay grade 3. But the office manager, Ben Butler, was upset that one was not rated higher. To press the issue, Ben had taken his case to two executives who were also members of the job evaluation committee. The two executives (production manager, Bill Nelson and general marketing manager, Betty Anderson) then requested that the job ratings be reviewed. Bill and Betty supported Ben’s side of the dispute, and David was not looking forward to the confrontation that was almost certain to occur.

The controversial job was that of receptionist. Only one receptionist position existed in the company, and Marianne Sanders held it. Marianne had been with the firm 12 years—longer than any of the committee members. She was extremely efficient, and virtually all the executives in the company, including the president, had noticed and commented on her outstanding work. Bill Nelson and Betty Anderson were particularly pleased with Marianne because of the cordial manner in which she greeted and accommodated Farrington’s customers and vendors, who frequently visited the plant. They felt that Marianne projected a positive image of the company.

When the meeting began, David said, “Good morning. I know that you’re busy, so let’s get the show on the road. We have several jobs to evaluate this morning and I suggest we begin...” Before he could finish his sentence, Bill interrupted, “I suggest we start with Marianne.” Betty nodded in agreement. When David regained his composure, he quietly but firmly asserted, “Bill, we are not here today to evaluate Marianne. Her supervisor does that at performance appraisal time. We’re meeting to evaluate jobs based on job content. In order to do this fairly, with regard to other jobs in the company, we must leave personalities out of our evaluation.” David then proceeded to pass out copies of the receptionist job description to Bill and Betty, who were obviously very irritated.

Questions

Do you feel that David was justified in insisting that the job, not the person, be evaluated? Discuss.

Explanation / Answer

I believe that David was justified in insisting that the job not the person be evaluated because the appraisal is the process which evaluates the performance of an individual and then offer relevant appraisal in the company. It is not ethical to evaluate a person merely on the basis of its personality because it will become very subjective and may defeat the very purpose of its existence. There may also be the case of bias toward an individual which jeopardize the fairness of process. In this case we can include the traits of personality in the performance so that it will become objective and can be evaluated systematically. The very personality of an individual helps in meeting certain goal that has been defined in Job description so there is no requirement of evaluating an employee on the basis of its personality.

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