FUTSUCO Electronics: Rewarding Performance FUTSUCO Electronics manufactures and distributes a wide range of consumer and industrial electronics products. The company has been very successful, becoming a leader in a highly competitive industry. Top management attributes much of this success to the drive for continuous improvement existing within the company. Senior executives encourage an aggressive, results-oriented environment in an effort to keep the company among the industry leaders globally. As part of this philosophy, the human resources department recently introduced 360-degree feedback as a component of the performance evaluation system. A 360-degree feedback approach involves assessing employees based on information provided by their supervisor, by the people they work with, and by customers. In addition, employees are asked to evaluate their own performance. Input for the 360-degree feedback process is obtained using questionnaires tailored to the position of the person being evaluated. One example is the 360-Degree Feedback Questionnaire for sales representatives as shown in Figure I. It asks about specific factors such as assessing territory market potential, influencing and selling, and managing the territory, as well as about more generally applicable topics such as communicating and managing self-development. Once completed, questionnaires are returned to the human resources department where individual factors are scored and totaled. Questionnaire results are then provided to the ratee's supervisor or manager, who shares them with the individual in an appraisal interview during which objective performance measures (e.g., meeting sales targets) are also discussed. In the interview, the salesperson presents an appraisal of his or her own performance (see Figure 2) for the previous year. This system is used to evaluate performance and set targets or quotas, and it is a significant factor in determining bonuses at the end of the year. Supria Menon was hired by FUTSUCO three years ago, right after she graduated from college. In her initial sales training, Supria was one of the top performers and was identified as a future outstanding salesperson at FUTSUCO. During her first two years at FUTSUCO the bonuses were marginal, but she accepted the situation because she viewed this period as one for learning and self-improvement. Supria has just finished her third year with FUTSUCO, and this time she is upset with her year-end bonus. She believes the past year was her best year yet and that she deserves a much larger bonus. Supria's 360-Degree Feedback Questionnaire from her sales manager was outstanding. She received a rating

What are the reasons of Supria’s unsatisfactory year-end bonus?