This evaluation will focus on the job of team leader assembler for the can manufacturing firm. The major components, tasks and responsibilities required for this position include: good manual dexterity, the ability to assemble components, the ability to stand for extended periods of time, ability to operate various plant equipment including conveyers and counting machines, good manual dexterity, attention to detail, ability to engage in repetitive motions. Independent judgment is required to inspect components and visual acuity is necessary to ensure that only the best quality products are passed through the assembly line. The team leader of the assembly unit is also responsible for coordinating communication and working relations with all team members. The team leader is also responsible for ensuring the safety of all members of the team, for tracking time cards, for ensuring that all team members are cross-trained in job functions and to ensure that productivity goals are met in a timely fashion. Basic job description includes assembling and performing all steps vital to product production in accordance with specifications for product design.

Second, team leaders should be provided the opportunity to learn more about the inner operations and workings of the company as a whole. The best way to facilitate this process is through cross training, allowing the team leader a birds eye view of what other supervisors and front line employees do in the organization, how their work affects the assembly line, and remind the team leader of the importance of interpersonal communication and knowledge sharing among all levels of the organization.

The team leader should also be provided more rewards incentives for work well done. While a profit sharing program is beneficial to higher ups as discussed earlier, it provides little intrinsic motivation many times for front line employees (Frohman, 1995; Greider, Logue & Yates, 2001). A more appropriate rewards or incentives program may focus on providing the team leader with annual performance based bonuses. This can be achieved by establishing a set of goals or expectations that provide opportunities for bonuses when the team leader meets or exceeds expectations. Bonuses do not have to come in the way of financial compensation to be effective either (Cronshaw & Fine, 1999). The company may opt for example, to provide bonuses that include extra vacation days or paid time off to team leaders for meeting or exceeding their goal expectations.

Presently the team leader provides a brief summary or dialogue as part of the review process for team members. The team leader may realize more motivation and have more desire to participate in performance reviews if afforded the opportunity to actually sit in on performance appraisals or reviews with team members. This will allow team members more feedback from their lead and help them realize the authority and status as well as the common interests the team leader has with them.

Praise recognition does exist within the company, and is currently part of the performance review system. The current performance review system is provided employees once per annum to provide employees a critique of their performance during the year. The team leader clearly would receive much praise and encouragement for meeting the goals and expectations outlined by his or her supervisor and for ensuring that his or her team succeeds during the year. The performance appraisal system currently reflects the accomplishments and achievements of the individual team leader, rather than reflect on the accomplishments of the team unit however. This may provide some level of motivation for the team leader, but ultimately does not provide as comprehensive a review as might a group performance review that reflects on the achievements of the team. Such a review might provide the team leader with more insight into how their actions affect the success and ability of the team, and the team's contributions to the company as a whole. It might also serve to improve communication more among team members.

The team leader also meets with team members once per month to discuss their team goals. This may include ensuring that all products assembled meet stringent quality guidelines or ensuring that zero defects are realized within the scope of products assembl

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Approximate Word count = 2145
Approximate Pages = 9 (250 words per page double spaced)