Enhancing Performance Management at Bath Iron Works
School
Embry-Riddle Aeronautical University**We aren't endorsed by this school
Course
EMGT 500
Subject
Management
Date
Dec 11, 2024
Pages
2
Uploaded by CorporalPower15541
NOV 15, 2024TITLE: MODULE 5.4 MEMORANDUM PREPARED BY: MAHLET LEESUBJECT: General Dynamic BIW Executive Summary1.0 INTRODUCTIONBath Iron Works (BIW) demonstrates a structured approach to performance management that aligns with the American Society for Engineering Management (ASEM) standards, the Engineering Management Body of Knowledge (EMBOK), and McClelland's Theory of Needs. By integrating proven practices in appraisals, rewards,and corrective actions, BIW fosters an environment of high performance, motivation, and alignment with organizational goals. This approach mirrors best practices seen across industries like aerospace, manufacturing,and defense.2.0 Performance AppraisalsBIW’s appraisal process emphasizes measurable goals and constructive feedback, assessing employees on technical skills, project results, and compliance with safety standards. This reflects EMBOK principles of aligning individual and organizational goals and aligns with McClelland’s Need for Achievement by appealing tohigh performers who thrive on clear metrics and feedback. Comparatively, aerospace companies like Boeing and Raytheon employ 360-degree feedback systems, integrating peer and subordinate input to create a holisticview of performance. BIW could enhance its appraisals by incorporating multi-source feedback to identify broader leadership and teamwork qualities, crucial for fostering collaboration in complex projects.3.0 Reward SystemsBIW’s rewards framework includes financial incentives, promotions, and recognition programs that cater to McClelland’s Needs for Achievement, Power, and Affiliation. For high achievers, structured growth paths and performance bonuses serve as significant motivators, while collaborative recognition supports affiliation-drivenemployees. When compared with an automotive giant like Tesla, BIW aligns closely in using rewards to boost innovation and team morale. However, companies like Tesla have also implemented non-monetary rewards, such as public recognition for innovations, which could further motivate creative contributions within BIW’s teams.4.0 Corrective ActionsBIW’s corrective actions follow ASEM’s ethical management principles, providing clear pathways for improvement through performance improvement plans. These structured interventions align with practices in the automotive industry, where companies like General Motors emphasize skill development alongside accountability. Additionally, aerospace leaders often integrate mentoring into corrective processes, using senior employees to guide underperformers. Incorporating mentorship into BIW’s corrective strategies could enhance skill-building and improve employee retention, ensuring team members feel supported during challenging periods.
NOV 15, 20245.0 Suggested Improvements While BIW’s performance management system is robust, comparative analysis highlights opportunities for enhancement:a.Appraisals: Integrating multi-source feedback, as seen in aerospace, could provide a more comprehensive evaluation of leadership and interpersonal skills.b.Rewards: Expanding non-monetary incentives, like recognition for innovation, could inspire creativity and strengthen team morale.c.Corrective Actions: Incorporating mentorship programs into improvement plans, similar to aerospace practices, could foster skill development and long-term employee growth.6.0 ConclusionBIW’s performance management system reflects best practices across engineering and manufacturing industries by integrating ASEM, EMBOK, and McClelland’s motivational principles. By setting clear goals, offering meaningful rewards, and addressing issues proactively, BIW ensures employees are motivated to achieve personal and organizational success. This comprehensive approach enhances employee engagement, drives team effectiveness, and reinforces BIW’s reputation for quality and innovation in shipbuilding.7.0 Referencesa.American Society for Engineering Management. (2012). Code of Ethics. https://cdn.wildapricot.com/193491/resources/Website/About/Code_of_Ethics/ASEMCodeOfEthics.pdfb.Tesla (2021). Tesla 2021 impact report. https://www.tesla.com/ns_videos/2021-tesla-impact-report.pdfc.Boeing. (n.d.). Boeing benefits: Total rewards. https://boeingbenefits.com/index.htmld.Boeing. (2024). Strengthening safety and quality. https://www.boeing.com/strengthening-safety-and-quality#acsaae.Raytheon Technologies. (2022). Raytheon Technologies Environment, Health & Safety Management System. https://prd-sc102-cdn.rtx.com/-/media/rtx/social-impact/environment-health-and-safety/environment--health-and-safety/files/rtx-ehs-management-system-summary-january-20221.pdff.CBT News. (2024). GM revamps employee performance ratings to reward top talent and pressure low performers. https://www.cbtnews.com/gm-revamps-employee-performance-ratings-to-reward-top-talent-and-pressure-low-performers/