While Aberdeen has the mindset of a modern, intelligent organization seeking to enhance continuous learning opportunities for its employees so that they too grow flexibly with the ever-changing needs of the market, Green River persists in a strictly role-based model offering little room for career enhancement, and instead, plenty of room for employee discontent.
In such a scenario, redesigning job descriptions can go a long way in boosting employee motivation. Each employee has areas of strength and weakness; it is apparent that Green River's hierarchical structure doesn't encourage constructive dialogue so needed to enable people to break away from hesitations, and talk freely about their favorite interests concerning the job. An organization's woes begin when a person is stuck at the wrong role, and can't facilitate enough interaction to undergo a change. E.g. an employee endowed with a flair for marketing will find a technical role nothing short of drudgery, and vice versa. It is very important for Green River to recognize these symptoms before it is too late. The only way it can replicate the success of its role model, Aberdeen, is by carrying out an unbiased feedback among all employees concerning their career interests. The more number of employees it can place in the right role, the more it has secured an environment in which "change" is possible.
Aberdeen scores high on performance because of its structure, which incorporates a cross-functional team to multiply creativity, innovation and overall efficiency. In an apparently transparent environment, performance indices are easier to measure. In a nutshell, people feel motivated to work harder when they are assured that they would be rewarded for their endeavors through an easy-to-follow, responsive mechanism. This doesn't seem to be the case with the Wyoming unit, which clings to a bureaucratic system that chokes enterprise and funnels individual aspiration.
Archer North & Associates describe performance appraisal as an ancient art, as the "only process available to achieve fair, decent and consistent outcomes (homepage)." The website goes on to elucidate the two contrasting schools of thought regarding rewards and incentives; while rewarding a good employee for decent output seems fair at first glance, often reviewers can be judgmental and opinionated, and the experience can be "punitive" and "harrowing" for the employee in case of negative appraisal.
Another area of concern is the fact that it is often the case that the appraiser and appraisee know each other well because of frequent social interactions; so any negative feedback can cause "resentment and morale damage, leading to soured relationships and productivity decline" (Archer&North homepage). The bottomline is; any appraisal system put in place must be unbiased, acceptable to all, and highly sensitive in character.
Aberdeen being the more profitable