please a pharagraph for each woker about ur reasoning about why you are giving them a certain raise.

Bob works for a fast-growing manufacturer of sporting goods at their oldest plant in Bluefield, West Virginia. Bob has an M.B.A. from State University and began his career at Bluefield in the Human Resource Department. He got his first big chance when the company, facing increased problems with the local minority community, put Bob in charge of a new affirmation action program. Bob is proud of his success in that position. His superiors were also impressed and promoted him to the position of Manager of Machine Operations. He managed a workforce of 74 employees through seven supervisor8. He's held this job for only one year. The plant facility is becoming almost obsolete, the ares is quite depressed, and the labor force is not well sldilled. Top management has developed contingency plans for reducing the workforce at the plant or even shutting it down completely. If those events occur, Bob and some of his better subordinate supervisors will have the option of being transferred with promotions to a proposed new plant site in Sacramento, Culifornia, It is time for the annual employee appraisal process, and the results will be-used to: (1) distribute annual wage increases and ( 2 ) make the pending personnel decisions on demotion, layoff, or promotion/transfer to the new plant. Bob has been allocated only $20,700 for pay increases for his seven supervisors, and he is toid to allocate it all. Bach supervisor in the plant is evaluated by a computer-based productivity program developed by Industrial Engineering. The program uses a wide variety of cost and output figures and calculates a Performance Measure (PM) for each supervisor on a scale ranging from 0 to 100 . Since Bob has never cenducted a performance appraisal before, and becauso the outcome of this appraisal has ruah important implieations, be is determinod to do a good job and treat everyone fhirly, Bob knows the following about the seven aupervisorn: JOHN MIII ER is the senior supervinor with 21 years of senionity. He is 60 years old and has only a girth-grade ectucation. His most recent PM score is 50 , which is lower than it usced to be. John's part average and is sorry to soo John's perfoumancedcueclining. His peers are comvinced that John is too old to cut the mastard. Bob thinks that Johin hes the eariest fob in the groyg. Jolan is a widower who spends a lot of time at his eabin by the nake, tis curront sauny 15345,000. MOHAMMAD NAJERD is 52 with 16 years with the firm. His PM is 70 and his salary is 538,000 . Mohammad is a ligh-school graduate, and his wife is qquite wealthy. Bo6 believes the Mobatiniad has the best overall experience in the group and is a very eapable supervisor, although his peets ranic him averntgo, the Eime as liss past evaluations. Mohammad supervises a group that has about average responsibilitics. TANIKA FORESTER is 36 with 10 years of seniority. She has a B.S. in Managenent, a PM of 80 , and a salary of s31.000. Bob feels she hassone of the easier jobs and is dng only a so-so job. He mer surprised to find that her earlier appraisals have been very good, an eyaluation shared by her peers. Tanilca's husband was killed in a car accident, and she has three dependent childrea. TOM WILSON is 44 with 14 years with the comptuy. Tom has a high-school diploma, a PM of 50 , and a salary of $28,000. Tom has the hardest group to supervise, but his earlier appraisals have only been averige, an ophion shared by Tom's peers. Bob agrees that Tom's performence is average and is concemed that it might get worse as Tom seems to be having too many personal problems lately. SIDNIXY BENNRON:is 35 atid has 8 years of seniority, a PM of 80 , and a salary of 326,000 . S1dncy has a B.S. in fodustrial Tochnology and is carolled in State's night M.B_A program. Sidncy has a difiticuit job, requiring specialized skills, and he would be very hard to replace. Bob believes Sidacy to be a top supervisor, an opinion shared by his peers. But Bob is troubled by past appraisals that vary from outstrnding to poor. LI TRAN is 32 with 5 years at the plant, a PM of only 30 , and a salary of $22,000. She is a high-school rop-out who quit school to havo her first child. She is a single parent with four children and works very hard to support them. Li represents one of the affirmative action promotions that Bob inanged when he was the Affirmative Action Officer, and be is disappointed to find that her past and prescat appraisals are quite poor. Although her present job is percelved to require average slaill, her pecrs consider her to be an incompetent troublemaker who constantly complains about the need for more affirmative action efforts at the plant. LUIS FUENTES is 26, has only 2 years with the company, a PM of only 20 , and a salory of $19,000. He dropped out of school to take care of his sick mother and two younger sisters. Bob hired Luis as part of the Affirmative Action Program. Luis's first appraisal was low, but Bob believes that was becanse be was in a job requiring too-mneh experience. So Bob moved him to a job with more average demands. Bob thinks that Lais is doing a bit better in a new job and, in time, will be a good supervisor. Peer evaluations are somewhat mixed but about average. Step 2: The instructor will divide the class into small groups. Each group is to dovelop an objective process for the performance evaluation and allocate the $20,700 accordingly. For each critorion used in the appraisal, each group should develop a written statement of justification. Step 3: A representative from each group will present the group's decistons to the class. The Bluefield Performance Appraisal Worksheet Your assignment is to identify and prioritize the appropriate performance appraisal criteria and to develop an objective process for allocating the $20,700 and preparing for other potential personnel decisions. Supervisor Performance Appraisal Criteria Raise John Miller Mohammad Najeed Tanika Forester Tom Wilson Sidney Benton Li Tran Luis Fuentes Bob works for a fast-growing manufacturer of sporting goods at their oldest plant in Bluefield, West Virginia. Bob has an M.B.A. from State University and began his career at Bluefield in the Human Resource Department. He got his first big chance when the company, facing increased problems with the local minority community, put Bob in charge of a new affirmation action program. Bob is proud of his success in that position. His superiors were also impressed and promoted him to the position of Manager of Machine Operations. He managed a workforce of 74 employees through seven supervisor8. He's held this job for only one year. The plant facility is becoming almost obsolete, the ares is quite depressed, and the labor force is not well sldilled. Top management has developed contingency plans for reducing the workforce at the plant or even shutting it down completely. If those events occur, Bob and some of his better subordinate supervisors will have the option of being transferred with promotions to a proposed new plant site in Sacramento, Culifornia, It is time for the annual employee appraisal process, and the results will be-used to: (1) distribute annual wage increases and ( 2 ) make the pending personnel decisions on demotion, layoff, or promotion/transfer to the new plant. Bob has been allocated only $20,700 for pay increases for his seven supervisors, and he is toid to allocate it all. Bach supervisor in the plant is evaluated by a computer-based productivity program developed by Industrial Engineering. The program uses a wide variety of cost and output figures and calculates a Performance Measure (PM) for each supervisor on a scale ranging from 0 to 100 . Since Bob has never cenducted a performance appraisal before, and becauso the outcome of this appraisal has ruah important implieations, be is determinod to do a good job and treat everyone fhirly, Bob knows the following about the seven aupervisorn: JOHN MIII ER is the senior supervinor with 21 years of senionity. He is 60 years old and has only a girth-grade ectucation. His most recent PM score is 50 , which is lower than it usced to be. John's part average and is sorry to soo John's perfoumancedcueclining. His peers are comvinced that John is too old to cut the mastard. Bob thinks that Johin hes the eariest fob in the groyg. Jolan is a widower who spends a lot of time at his eabin by the nake, tis curront sauny 15345,000. MOHAMMAD NAJERD is 52 with 16 years with the firm. His PM is 70 and his salary is 538,000 . Mohammad is a ligh-school graduate, and his wife is qquite wealthy. Bo6 believes the Mobatiniad has the best overall experience in the group and is a very eapable supervisor, although his peets ranic him averntgo, the Eime as liss past evaluations. Mohammad supervises a group that has about average responsibilitics. TANIKA FORESTER is 36 with 10 years of seniority. She has a B.S. in Managenent, a PM of 80 , and a salary of s31.000. Bob feels she hassone of the easier jobs and is dng only a so-so job. He mer surprised to find that her earlier appraisals have been very good, an eyaluation shared by her peers. Tanilca's husband was killed in a car accident, and she has three dependent childrea. TOM WILSON is 44 with 14 years with the comptuy. Tom has a high-school diploma, a PM of 50 , and a salary of $28,000. Tom has the hardest group to supervise, but his earlier appraisals have only been averige, an ophion shared by Tom's peers. Bob agrees that Tom's performence is average and is concemed that it might get worse as Tom seems to be having too many personal problems lately. SIDNIXY BENNRON:is 35 atid has 8 years of seniority, a PM of 80 , and a salary of 326,000 . S1dncy has a B.S. in fodustrial Tochnology and is carolled in State's night M.B_A program. Sidncy has a difiticuit job, requiring specialized skills, and he would be very hard to replace. Bob believes Sidacy to be a top supervisor, an opinion shared by his peers. But Bob is troubled by past appraisals that vary from outstrnding to poor. LI TRAN is 32 with 5 years at the plant, a PM of only 30 , and a salary of $22,000. She is a high-school rop-out who quit school to havo her first child. She is a single parent with four children and works very hard to support them. Li represents one of the affirmative action promotions that Bob inanged when he was the Affirmative Action Officer, and be is disappointed to find that her past and prescat appraisals are quite poor. Although her present job is percelved to require average slaill, her pecrs consider her to be an incompetent troublemaker who constantly complains about the need for more affirmative action efforts at the plant. LUIS FUENTES is 26, has only 2 years with the company, a PM of only 20 , and a salory of $19,000. He dropped out of school to take care of his sick mother and two younger sisters. Bob hired Luis as part of the Affirmative Action Program. Luis's first appraisal was low, but Bob believes that was becanse be was in a job requiring too-mneh experience. So Bob moved him to a job with more average demands. Bob thinks that Lais is doing a bit better in a new job and, in time, will be a good supervisor. Peer evaluations are somewhat mixed but about average. Step 2: The instructor will divide the class into small groups. Each group is to dovelop an objective process for the performance evaluation and allocate the $20,700 accordingly. For each critorion used in the appraisal, each group should develop a written statement of justification. Step 3: A representative from each group will present the group's decistons to the class. The Bluefield Performance Appraisal Worksheet Your assignment is to identify and prioritize the appropriate performance appraisal criteria and to develop an objective process for allocating the $20,700 and preparing for other potential personnel decisions. Supervisor Performance Appraisal Criteria Raise John Miller Mohammad Najeed Tanika Forester Tom Wilson Sidney Benton Li Tran Luis Fuentes