Employees’ values, personality, interests and skills are fundamental factors in distinguishing performing employees from incompetent. Self-assessments provide valuable feedbacks to managers to identify issues related to personality, and ideal candidates during the hiring process. In fact, “relying on an extensive amount of research, we can make some reasonably well-supported predictions of the relationship between achievement need and job performance” (Robbins & Judge, 2011, p. 3).

In Riordan Manufacturing exercise, the analyzed self-assessments revealed intriguing facts about positive employees and their productivity levels. This data can potentially pay dividends towards the overall success of an organization. General attitude often sets a positive path towards high level of job satisfaction. “Job satisfaction would better predict a general behavior, such as whether the individual was engaged in her work or motivated to contribute to her organization” (Robbins & Judge, 2011, p.

112).Thus increasing the overall morale in a workplace and spreading good work ethics from one employee to another. The collected self-assessments depicted high levels of satisfaction when employees felt their managers possessed high levels of competence. Despite high level of job satisfaction, emotional intensity scored below satisfactory levels. Intangible factors (i.

e. emotional stability) were not considered when these self-assessments were distributed. However, job performance does appear to affect the level of satisfaction in their current positions.Perhaps the high level of job satisfaction induces positive moods and emotions when employees are their respective work place. All three employees displayed higher levels of decision-making ability.

Scores ranged from 24 to 31, these numbers suggests they are capable of thinking before acting, unlikely to make rash decisions, and rush into things. These characteristics are important because “the limited information-processing capability of human beings makes it impossible to assimilate and understand all the information necessary to optimize.So most people respond to a complex problem by reducing it to a level at which they can readily understand it” (Robbins & Judge, 2011, p. 213).

Self-assessments have proven to be an effective tool to ensue two-way communication between management and employees. With feedbacks, managers can effectively take action on trouble areas, or employees, and increase the level of job satisfaction and productivity within an organization. In addition, it also serves as a learning tool for managers to identify their strong and weak areas so managers are better prepared when career progression opportunity arises.