BUS FPX 3040 Assessment 2 Performance Management and Training
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Assessment Overview:
BUS FPX 3040 Assessment 2: GE moved from the old, rank-and-yank EMS (Employee Management System) to PD@GE, an ultramodern performance approach concentrated on nonstop, informal feedback, coaching, flexible pretensions, and platoon issues. The shift aims to reduce demoralizing forced ranking and ameliorate development, engagement, and decision-making.
How to Pass BUS FPX 3040 Assessment 2 Performance Management and Training
- Start with a clear introduction explaining performance management and why it matters for GE.
- Describe the EMS system and its limitations, including the vitality curve and employee impact.
- Explain why GE changed to PD@GE and the objectives of the new system.
- Describe PD@GE principles: continuous informal feedback, coaching, flexible goal-setting, and team focus.
- Compare formal vs informal feedback and explain the importance of regular feedback.
- Include best practices for performance management (simplify systems, flexible goals, coaching, multiple assessment methods).
- Highlight the role of training in improving performance and protecting the company legally.
- Provide implementation steps for PD@GE (assess, design, pilot, train, apply, support, measure & improve).
- Discuss measurement and evaluation, including performance metrics, engagement, and continuous improvement.
- Use credible references, maintain organized headings, and provide a clear conclusion summarizing the system’s benefits.
Sample Assessment:
Introduction
Throughout the 20th century, General Electric (GE) stood as the definitive American pot, deeply intertwined with the nation’s technological and profitable prowess. Still, with pioneering success comes ineluctable failures. One similar failure was GE’s performance operation system in the late 20th century. moment, GE is formally again introducing, this time by developing a more indifferent, humane, and effective performance operation system.
From EMS to PD@GE
From 1976 to 2016, GE employed its in-house performance operation system, known as the Employee Management System (EMS). Under CEO Jack Welch’s leadership (1981-2001), the EMS, especially the ‘vitality wind,’ ranked workers against each other, performing in a competitive and demoralizing terrain. Despite Welch’s successful term, reviews mounted against this system, citing its mischievous goods on morale and company success. Over time, multitudinous companies, inspired by GE’s approach, espoused analogous systems. Still, GE and others have transitioned towards further substantiated and effective performance operation, instanced by the PD@GE system introduced in 2015.
But Is It Effective?
A case study by Narasimhan, Jordan, and Huang (2018) highlights GE’s recognition of the excrescences in its old system and the posterior development of PD@GE. Beforehand suggestions suggest positive events among workers, with an emphasis on immediate feedback and lesser individual liberty. This shift aligns with broader trends in commercial America, emphasizing platoon performance over individual criteria.
Formal vs. Informal Feedback
While EMS reckoned heavily on formal, periodic reviews, PD@GE prioritizes informal, ongoing feedback. Research suggests that formal feedback alone frequently fails to drive performance enhancement, emphasizing the significance of routine, substantiated feedback in fostering hand development.
Best Practices to Improve Employee Performance
Dorsey and Mueller-Hanson (2017) identify five root causes of performance operation failures and propose stylish practices to address them. These include simplifying systems, flexible thing-setting, emphasizing performance dimension, coaching, and using different criteria for colorful opinions.
Importance of Training and Protection from Litigation
Comprehensive training programs are pivotal for preparing workers for their places and shielding associations from legal liability. Colorful training modalities, including classroom-grounded, material aids, and web-grounded, can be employed to ensure effective onboarding and nonstop development.
Conclusion
GE’s transition from EMS to PD@GE reflects a broader elaboration in performance operation, prioritizing substantiated feedback, hand development, and platoon success. By addressing the failings of traditional systems and embracing innovative approaches, companies can cultivate a more engaged, productive pool poised for success in the 21st century.
BUS FPX 3040 Assessment 2 Performance Management and Training
Narasimhan, A., Jordan, J., & Huang, S.-H. (2018, October 4). Performance development at GE: Shaping a fit-for-purpose performance management system (A). IMD Business School. Retrieved from
Pulakos, E. (2004). Performance Management A roadmap for developing, implementing, and evaluating performance management systems. Retrieved from
Wikipedia Contributors. (2022, February 3). Vitality curve. Wikipedia. Retrieved from https://en.wikipedia.org/wiki/Vitality_curve#:~:text=A%20vitality%20curve %20is%20a%20ranking%2C%20and%20rank%20and%20yank.
Workopolis. (2016, December 22). How GE replaced a 40-year-old performance review system – Workopolis Hiring. Workopolis Hiring. Retrieved from
References (APA 7 Format)
- Bauer, T., & Erdogan, B. (2009). Organizational Behavior. Retrieved from
- Dal Pino, J. (2014). Do You Know the Standard of Care? Retrieved from https://en.wikipedia.org/wiki/Vitality_curve#:~:text=A%20vitality%20curve%20is%20a,ranking%2C%20and%20rank%20and%20yank
- Donkor, C., Slobodjanjuk, A., Cremer, K., & Weisshar, J. (2017). The way we work—in 2025 and beyond. Retrieved from
- General Electric – 60 Year Stock Price History | GE. (2022). Macrotrends.net. Retrieved from https://www.macrotrends.net/stocks/charts/GE/general-electric/stock-price-history
- Ivy Panda. (2018). Performance Appraisal—Case Study of Coca-Cola and General Electric—1203Words | Essay Example. Free Essays.
Rubric Breakdown
| Criteria | Excellent (A) | Good (B) | Needs Improvement (C/D) |
| Introduction / Overview | Clearly explains EMS, PD@GE, and purpose of performance management | Partial explanation, some context missing | Vague or unclear overview |
| Historical Context | Detailed account of EMS, vitality curve, and CEO influence | Mentions EMS but lacks detail | Minimal or inaccurate historical info |
| Analysis of PD@GE | Explains principles (continuous feedback, coaching, flexible goals, team focus) and benefits | Some principles explained | Lacks depth or clarity |
| Feedback Mechanisms | Differentiates formal vs informal feedback, links to employee performance | Partial explanation | Unclear or missing |
| Best Practices | Identifies key practices to improve performance (simplification, coaching, goal-setting) | Mentions some practices | Missing or generic |
| Training & Legal Compliance | Explains training methods and importance for legal protection | Partial discussion | Minimal or missing |
| Implementation Steps | Clear, step-by-step rollout of PD@GE practices | Steps mentioned but unclear | Missing or incomplete |
| Measurement & Evaluation | Discusses tracking engagement, performance metrics, and continuous improvement | Partial explanation | Minimal or missing |
| Conclusion | Summarizes findings, benefits, and strategic impact | Weak summary | Minimal or missing |
| References & Structure | Well-organized, proper citations, logical flow | Minor errors | Disorganized, missing references |
Step-by-Step Guide
- Assess—review the current system and gather hand & director feedback.
- Design—define principles (nonstop feedback, coaching, flexible pretensions).
- Airmen—run PD practices in many units to test tools and processes.
- Train—teach directors and staff coaching, feedback, and thing-setting chops.
- Apply—roll out PD practices, remove forced-ranking rules.
- Trainer & support—give ongoing director coaching and coffers.
- Measure & upgrade—track engagement, performance criteria, and acclimation.
Frequently Asked Questions
Q. What’s the focus of BUS FPX 3040 Assessment 2?
It explores how associations like GE manage hand performance and training to ameliorate productivity and morale.
Q. What system did GE first use?
GE used the Employee Management System (EMS), which ranked workers using the “vitality wind.”
Q. Why did GE change its performance system?
The old ranking system lowered morale and created unhealthy competition.
Q. What’s PD@GE?
An ultramodern performance development system that focuses on nonstop feedback, coaching, and cooperation.
Q. What are the benefits of PD@GE?
It encourages open communication, boosts engagement, and supports hand growth.
Q. What part does training play in performance operations?
Training equips workers with chops, improves job performance, and helps with legal issues.
Q. What are stylish practices for performance enhancement?
Simplify systems, set flexible pretensions, give regular feedback, and use coaching.
Q. How does GE’s new system reflect ultramodern HR trends?
It aligns with the moment’s focus on collaboration, fairness, and hand development.
Integrity Note
Note: Only use this assessment example for learning and structure purpose. Do not submit as your own work.
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