please answer 3 questions in second photo

CASE.GE GE has played an influential role in managerial practice, was to have managers rank employees relative to their in part, because of a highly charismatic CEO named Jack peers and to fire the bottom 10 percent. Welch's hard- Welch, who ran the company from 1981 to 2001. In light nosed approach to managing the performance of his of intense competitive pressures and the commoditization employees led GE to great success during his tenure. of many of GE products, Welch focused on goals related to costs, efficiency, and operational excellence, and he Welch's successor at GE, Jeff Immelt, recognized that instituted practices that reinforced employee behaviours a new set of employee behaviours was necessary to to ensure that his goals could be met. As an example, compete in a changing competitive environment where Welch a cated an annual job performance review pro- technology and innovation are making product life cess the sharp distinctions between effective and cycles shorter. Rather than focusing on doing things in ineffective employees. He felt that the best way to do this the most cost-effective and efficient way, and without > error, employees need to take risks and test new ideas, is convinced that it will provide feedback to employees and incorporate learning from errors into deliverables. that is more relevant and timely. With this shift in thinking, Immelt moved GE away from many of the rigid practices that Welch had imple- 1. How well do you think that Jack Welch's per- mented, including the "rank and yank" annual perfor- formance review system evaluated employee job mance review system. Immelt and others at the company performance (as we have defined it in this chap- came to believe that the system promoted competitive- ter)? Which specific dimensions of job perfor- ness rather than cooperation, and that it had become mance do you think his system emphasized? a time-consuming ritual that hindered the type of risk 2. Describe advantages of the PD@GE app as a taking necessary for the company to succeed in the means of evaluating employee job performance. 21st century. 3. Describe disadvantages of the PD@GE app. In fact, GE has moved away from formalized annual Explain why managers with longer tenure at GE reviews of employee job performance altogether. Rather may have doubts about the effectiveness of the than rating employees each year on a scale that results PD@GE app? What could be done to alleviate in labels such as "role model," "strong contributor," potential concerns? or "unsatisfactory," the company has adopted a smart- phone app called PD@GE, which facilitates ongoing Sources: M. La Magna, "Why Mejor Companies Are Getting Rid of performance feedback throughout the year. Managers Traditional Performance Reviews," Marketwatch, July 12, 2016, http:// www.marketwatch.com/story/why-major-companies-are-getting-rid- nie expected to have frequent discussions, or "touch-of-traditional performance-reviews-2016-06-06: M. Nisen, "How points," with employees on short-term priorities so Millennials Forced GE to Scrap Performance Reviews." The Atlantic wat discrepancies can be fixed quickly. Employees from the archive of partner QUARTZ), August 18, 2015, https://www. can use the app to request feedback from others in forced-ge-to-scrapperformance-reviews/432585/. R. Silverman, "GE theatlantic.com/politics/archive/2015/08/how-millennials- the organization so that they have a better understand- Re-Engineers Performance Reviews, Pay Practices. The Wall Street ing of whether they should continue to do something Journal, June 8, 2016, https://www.wsj.com/articles/ge-re-engineers or to change what they are doing. Although there are performance-reviews pay practices-1465358463, and R. Silverman, "GE Does Away with Employee Ratings." The Wall Street Journal, July still open questions regarding how the system can be 26, 2016, https://www.wsj.com/article_email/ge-does-away-with- used to support compensation decisions, the company employee-ratings-1469541602-MyQjAxMTAZODI2NzEyODcW)