...Int. J. Services and Operations Management, Vol. 7, No. 4, 2010 465 An AHP framework of supplier evaluation with reference to high-value and critical items: a case study Debadyuti Das* Faculty of Management Studies University of Delhi 110 007 Delhi, India E-mail: debadyuti_das@yahoo.co.in *Corresponding author Deepak Barman Faculty of Management Studies Banaras Hindu University 221 005 Varanasi, India E-mail: dbarmanbhu@rediffmail.com Abstract: This study developed a simple two-stage decision framework for evaluating suppliers of high-value and critical items with reference to a heavy engineering organisation by employing the Analytic Hierarchy Process (AHP). The first stage involved examining the qualifying criteria of the items on quality, while the second stage was concerned with identifying all other relevant attributes, including quality concerning high-value and critical items applicable to the organisation under study, and with finding out the relative importance of the same. The attributes were organised in a two-tier hierarchy showing four major criteria in the first tier and 17 subcriteria in the second tier. This enabled us to employ AHP to find out the relative importance of each individual subcriterion through pair-wise comparison between all major criteria and subcriteria by eliciting opinions from three experts. The findings indicated the quality/reliability of the items to be the most important criterion, followed by price and then technological capability...
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...HRM 598 Week 3 Case study Job Evaluation at Whole Foods Purchase here http://devrycourse.com/hrm-598-week-3-case-study-job-evaluation-at-whole-foods Product Description Written Case Study: Prepare a Job Structure Read "Job Evaluation at Whole Foods" Case Study (text pp. 153–157). The Whole Foods Market has completed a job analysis and written job descriptions for Jobs A thorough Job I. Respond to the following: • Evaluation of Jobs and Job structure Evaluate the jobs listed in the case study and prepare a job structure based upon its evaluation. Assign titles to jobs, and show your structure by title and job letter. • Process, Techniques, and Factors Describe the process you went through to arrive at that job structure. The job evaluation techniques and compensable factors used should be described, and the reasons for selecting them should be stated. • Evaluation of Job Descriptions Evaluate the job descriptions. What parts of them were most useful? How could they be improved? You will need to follow APA style and format and have a title page, brief introduction and conclusion, centered headings for major parts, page numbering and page headers, and a reference page. The case study should be approximately 4–6 pages in length. The assignment will be reviewed using the following criteria: Written Case Study: Prepare a Job Structure rubric. Written Case Study: Prepare a Job Structure Rubric Possible Points Earned Points Comments • Evaluation of Jobs and Job...
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...------------------------------------------------- CASE STUDY 3 CHAPTER 8: EVALUATING A TEACHER’S CLASSROOM MANAGEMENT STRATEGY Point of View 3rd Party Objective To depict and analyze how the teacher applies her instructional management strategy in the classroom in relation to the diverse perspectives of participants in this case Problem What are the good basis and underpinnings in order to effectively evaluate a teacher’s instructional management strategy in the classroom? Areas of Consideration Classroom management is vital to achieving positive educational outcomes. Organization and behavior management in the classroom provide students with structure, which promotes learning. On the other hand, evaluating teacher classroom performance is an integral part of school supervision and contributes to the on-going mission of the educational institution. Teacher evaluations, when properly facilitated, function as professional measurement that encourage excellence, offer praise for good methodologies and strategies, and highlight areas that need upgrading. If conducted properly, teachers should view evaluations as necessary addition to daily instructional routine with an end result focused on collaborative means to teach more effectively. In this case, an evaluator questions a classroom teacher’s instructional management strategies when she applies for a permanent teaching credential. This issue reveals the underpinnings of tensions between the teacher and the evaluator in this case, noting conflicts...
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...Appendix A: A Sample Evaluation Plan TB Support Program Evaluation Plan for January – March 2004 Prepared by: Ana Garcia TB Nurse Department of Health and Human Service Division of TB Control & Prevention Lull County November 15, 2003 |Note: The scope of this evaluation plan is based on a small size program. TB program staff is encouraged to start their | |evaluation small, focusing on areas or program components where improvements may be needed most. | INTRODUCTION Tuberculosis was not a major concern in Lull County until in the recent years. According to the county report, an average of 3 cases was reported per year from 1995 to 2001. In 2002, six new cases of TB were identified within three month period. Unlike previous years, the infected suspects were new immigrant Salvadoran men rather than the predominant white population. In response to this epidemic, “TB Support Program” was implemented by the county health department director, Henry Evans, to control and prevent further transmission of TB in Lull County. Evaluation Goal The goal of this evaluation is to determine the effectiveness of “TB Support Program” in preventing transmission of TB among Salvadoran immigrants. This evaluation will investigate components of the TB Support Program that are performing optimally and should be expanded and replicated in future initiatives. In addition, this evaluation will help determine...
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...Formal Evaluation Model June 30, 2016 CJA 385 Formal Evaluation Model Policy making in criminal justice can be broken down into two main focal points; monitoring and evaluation. During the monitoring phase, this is where factual information about policy goals are monitored. During the evaluation phase, this is where the question arises; did the monitoring phase address the potential outcome of the intended objective? In criminal justice, the formal evaluation model would benefit these types of policies. This paper will summarize the formal evaluation model and explain why it is the most effective evaluation process in criminal justice. This paper will also look at a policy involved with criminal justice and provide reasoning why the formal evaluation process is more practical than the pseudoevaluation and decision-theoretic evaluation. According to Willam Dunn (2012), Formal evaluation is an approach that uses descriptive methods to produce reliable and valid information about policy outcomes but evaluates such outcomes on the basis of policy-program objectives that have been formally announced by policy makers and program administrators. During this type of evaluation the goals and objectives are measurable values, meaning they contain specific and realistic information gathered during the monitoring phase. In criminal justice the formal evaluation process is vital because the effectiveness and efficiency of policy outcomes are defined by legislation, various...
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...Carrier, samsung 5. Which of these brands did u consider unworthy of consideration before ur purchase? Why? NA Information search 1. Sources of info about the brand? (memory, personal sources like friends, independent sources like magazines, marketing ads, experience of it elsewhere) Friends, newspapers, experience of it elsewhere 2. Any info search done online? Yes Evaluation of alternatives Most important evaluative criteria to choose between brands? (Price, Aesthetics, Features like sleepmode/automatic off etc., service offered by the brand, warranty/guarantee etc.) Aesthetics, warranty, Purchase process 1. How did u choose the outlet to buy it from? (Variety offered, proximity etc, size of the outlet) Big outlet 2. Did you state your ac needs to the salesman at the outlet? No, 3. Did the salesman try to explain other brands and their benefits? yes 4. Where there any deals or price discounts? Yes 10% off Post purchase evaluation 1. How often do u use the ac (how many hrs/day, how many months in a year) 3-4 months 2. Reason for non-use? 3. In case of dissatisfaction with the brand, what action would you take: * Complain to store/manufacturer * Stop buying that brand or from that store * Engage in negative word of mouth * Complain to pvt or govt comsumer protection agencies * Take legal action 4. Will u consider another brand for the next AC purchase or are u committed to this brand? Depends on the...
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...The Working Agreement Kathi Chambliss Course/322 August 1,2011 Connie Giles The working agreement has four parts, the assessment, goal setting, contacting, and evaluation. Not only will this paper explain each of these parts it will also apply them to a hypothetical situation known as Freydia. Even though Freydia is a 27, year that has been hooked on crack cocaine for 4 years, her children have been taken from her by Child Protective Services and placed in her mother’s custody, she is in a drug program and wants to get her children back. The purpose of the assessment is to answer some basic questions. Why was Freydia referred and why is she presented for help. In this case Freydia needs help with her drug addiction. This will also answer the “who” part of the question. Next one has to decide what information needs to be gathered from Freydia. How should this information be gathered and what methods would be used to gather the information. Where should the assessment take place, and when will the contract and the plan begin? The family is also assessed to determine how the unit as a whole functions. In the case of Freydia, knowing the family structures will be important because her two children will be placed in her mother’s care. There are many principles regarding a good assessment. First one should consider the relationship between the client and the clinician starts at the first meeting however things change as the relationship continues. Next the clinician...
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...necessary. They instituted a 360-degree performance evaluation system two years ago allowing professionals in the firm to be evaluated by superiors, subordinates and peers. According to the textbook, the advantages of such a system are numerous when compared to traditional assessment systems. The authors state that “supervisors, peers, subordinates and employees themselves differ in their ability to appraise various dimensions of performance” and that “these raters observe different behaviors and may interpret them with divergent standards.” Therefore, the purpose of 360-degree feedback is to give staff a better understanding of their strengths and weaknesses which, in turn, allows them to better identify aspects of their work needing professional development. The fact that Morgan Stanley introduced a 360-degree performance assessment tool is commendable. However, the effectiveness of this tool in its current state has not yet been optimized. In particular, the company’s vision statement appears to be very solid as it clearly articulates how employee abilities should be harnessed to help the company enforce its vision. It is not clear from the case if Morgan Stanley considered the strategic usefulness of their performance appraisal, if a communications plan was developed for this change management initiative or if an appropriate level of training is offered for raters, managers and staff being assessed on evaluation and feedback. There is a clear...
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...Bus5450 - Spring 2014 – Organizational Behavior Dean Cantave 2/6/2014 Case Study 4 – The Politics of Performance Appraisal This case study discusses the opinions and views of four managers at an arc-welding manufacturer in Minneapolis, MN. Max Steadman, Jim Coburn, Lynne Sims, and Tom Hamilton are managers at Eckel Industries and they all have differing opinions when it comes to performance evaluations and appraisals. They work in the manufacturing division each supervising a different department within the division. Every Friday the managers meet after work for drinks to relax, gossip, and give and receive advice about problems on the job. On this particular week they discuss performance appraisals, which they recently conducted for all of their direct reports. Each of the managers completed evaluation forms using graphic rating scales on each employee then discussed the appraisal with that employee. Throughout the discussion they give their opinions on how performance appraisals should be conducted and the flaws that exist within the current ranking system. Tom talks about how emotions play into the process and create biases when conducting evaluations, however, he believes that providing true and accurate feedback is a top priority to ensuring that the evaluations are an accurate reflection of an employee’s performance. Jim believes what he learned from a professor in college that when you sit down to evaluate an employee’s performance from a previous 12 month...
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...growth the human services agencies should take extra care to provide training for personnel in the following areas provide culturally appropriate care for the families. Especially children coming from parents that are immigrants as these children tend to be at a higher risk for maltreatment. Each family must be taken case by case to ensure traditional and cultural values remain the same. There are different ways to evaluate each case in a step by step approach is offered by “Kilpatrick provide programs. Level one focuses on The reaction of participants to the training. Kirkpatrick describes this level of evaluation as similar to measuring customer satisfaction; For training to be effective, trainees must be pleased with the training that was provided. Level two focuses on evaluating learning Because of the training program: change in behavior cannot occur Unless there is a change in learning. Level three evaluates Changes in behavior by exploring the transfer of knowledge and skill to the workplace. While this level of evaluation is more difficult, it is necessary to determine if long-term changes are made in job performance. To assess this, level three evaluations occur after times has elapsed, to allow behavior change. Finally level four measures the success of the program in achieving positive outcomes for the intended consumer or client of the agency.(Kirkpatrick, 1998)” 1 If we in the human service fields take models such as this one used by some agencies and take each...
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...Job Title: Job A- Prepared Foods Team Member Job B- Customer Service Team Member Job C- Prepared Foods Department Team Leader Job D- Prepared Foods Supervisor Job E- Dishwasher Job F-Customer Service Front End Supervisor Job G- Prepared Foods Associate Team Leader Job H- Associate Store Team Leader Job I-Grocery Retail Team Member The job structure put the above jobs into two categories: Managerial and Store Support.. In the Managerial structure: Job C, Job D, Job F, Job G and Job H. In the Store Support: Job A, Job B, Job E, and Job I. Evaluation of Job (Process, Techniques and Factors) The Job evaluation technique used in this case study is the job ranking method. Reason for choosing this technique was simple. While this is the simplest method of job evaluation, Whole Foods themselves have placed the jobs in order, ranging from the highest, Store Team Leaders, Facility Team Leaders, Regional Presidents, and Presidents at the top and Team Members or Specialized Team Members at the lowest or entry level. Four compensable factors Can be derived that can be used when evaluating jobs within the company. These four are: * Quality: Ensuring that the products and services are fresh, vibrant, safe and of great satisfaction to the consumer * Customer service: Ensuring that the experience at Whole Foods is pleasant, fun, fast, and leaves the customer with a strong understanding of the Whole Food’s brand * Awareness: Acknowledging that team members have a strong...
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...The Merger – A Case Analysis Report I. Facts of the Case Peter Lundgren had taken too much coffee before the meeting with Stanley Ashton. They were collaborating as co-CEOs of Arlington Inc., a company which resulted from a merger of Arlington Oil with Duns Ford Petroleum Co. This would be an asset in the industry. The merger envisioned a corporation in the rough-and-tumble oil industry that would achieve significant cost savings in refining, marketing, and transportation, as well as capital to fund worldwide exploration and production. The most challenging part was the integration of two organizations has begun, which is believed to generate effective human resource integration strategy that will result to operating efficiencies. Arlington was left with two managers for almost every available position at upper and middle management level. Prior to the merger, the top levels had been selected. Lundgren and Ashton had decided a negotiation that they could keep their most trusted executives on board. Peter has always preferred making decisions by instinct and likes to talk o people face to face to assess if they are fit for the position, becoming biased toward some of his own executives. Ashton, on the other hand, was vey objective and has a very conventional way of making his executives pass through a series of tests. Peter was concerned in the idea that an objective process such as that of Ashton would make the best people around him leave, when they undergo...
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...from the cases, there are four methods of human resource management I was impressive and interested in. First, I really agree Ann Rhoades’s method of selecting staff. She emphasizes that she just looks for people without previous experience in relating field. Taking this way to identify employees who are the most likely to fit. I really like this ideal. Because people do not have the relevant experience, there is no stereotype in their job. Therefore, employees are better trained. In my previous experience, people who have relating work experienced are usually more arrogant than others. They always think they are right. It’s really bad in the teamwork. Second, I am interested in customized employment packages. Everyone concerns different things. Some people concern about current salary while some people worry about retirement. So why should every staff need to receive the same package? If employees receive the same package, it will not be able to stimulate them to work hard. Must let employees happy, let them know the company really care them, and they will be kind and work hard when they service for their customers. Third one is the new bonus sharing system, which new idea comes from Eva in the case of Organizational transformation in a Taiwanese company. The new bonus sharing system makes everybody know why they can have the bonus and make bonus information transparency. Under the new system, how much bonus you receive will be tied to their performance evaluation ratings....
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...COMPENSATION AND BENEFITS AUTHOUR: Joseph J. Martocchio PUBLISHER: Pearson Education International DATE: 2011 ISBN-13: 978-0-13-254706-2 1. Table of Content (Building Internally Consistent Compensation Systems) Introduction 124 Determinants of Internal Consistency 125 Job Analysis 125 Steps in the Job Analysis Process 126-129 Job Analysis Techniques 131 O*NET 131-137 Job Evaluation 137 Compensable Factors 137-139 Job Evaluation Process 139-140 Job Evaluation Techniques 140 The Point Method 141-143 Alternative Job-Content Evaluation Approaches 144-145 Alternatives to Job Evaluation 145-146 Limitations to Internally Consistent Compensation Systems 146 2. Why I selected this Book: HRMN 330 Course Requirement 3. Theme (Key Quote): “Internally consistent job structures formally recognize differences in the job characteristics that enable compensation managers to set pay accordingly.” 4. Abstract: The purpose of this book is to provide knowledge of the art and science of compensation practice and its role in promoting companies’ competitive advantage. Compensating employees represents a critical human resource management practice: without such companies cannot attract, retain nor motivate best qualified employees. 5. Introduction Internally Consistent Compensation Systems define the relative value of each job when compared with all jobs within the organisation...
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...Performance Evaluations Many different moral and ethical issues come up in management positions. Issues come up everyday some are small and take no time to address and others are more difficult and may take hours or days to work through. One important area that ethics play a crucial roll in is employee performance evaluations. Performance evaluations are an opportunity for an employee can find out how well or not so well he or she is doing. Managers in turn have the opportunity to inform an employee about areas they do well and also provide feedback and suggestions on areas that he or she can do better. “Employee performance evaluation provides legal, ethical, and visible evidence that employees were actively involved in understanding the requirements of their jobs and their performance” (Heathfield, 2009). This method of communication and documentation ensures that the employee and manager understand the required expectations. Managers and employees alike look at performance evaluations as one of the most disliked tasks. Social Issues Many social issues may need to be dealt with during the writing and presentation phases of employee performance evaluations. Managers have the responsibility to treat all employees fairly and must provide truthful information when conducting performance evaluations. One of the main issues that a manager needs to deal with is their personal relationship with his or her employees. This relationship can influence the evaluation and can cause unfair...
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