Introduction There are some differences between FMC Green River and FMC Aberdeen. I will first explain the context of both of these structures. Then I will describe my situation analysis regarding job design and goal setting, performance appraisal, compensation and career development. Then I will explain some alternatives and recommendations I have for them. After all is said and done, I will also explain how the implementation process should work. A conclusion will follow with my thoughts and views on the situation. Background The philosophy of employee selection in Aberdeen was that technical skills were easier to train than personal and interpersonal skills and attitudes (Clawson, 2005). Team skills, communication skills, personal skills, problem solving skills, results orientation and leadership skills are the skills and attitudes looked for when people were included in the recruitment process with exercises that they had to complete. These exercises were also the highlighted aspects of group versus individual behavior. They also use this criterion for their performance reviews. They have introductory and ongoing training. They have no job definitions. All are referred to as technicians and are paid on a salary basis. There are no annual bonuses, profit sharing plans or stock option plans. Every employee is expected to learn all jobs that are performed on a voluntary basis with a certification process. The more jobs an employee can do, the more valuable they will be and will be paid more. Their rotational training offers employees some career development. As for Green River, they do not have a recruiting process, they simply place an ad and to their surprise over 300 applicants apply from several surrounding states (Clawson, 2005). They also have a union that works under the old standard job descriptions. The highest paying job among all FMC employees is eighteen dollars an hour. In their productivity at the mine, pay has doubled over the past eight years despite the decline in the size of the workforce. Situation Analysis Regarding job design and goal setting, performance appraisal, compensation and career development, some things that Dailey need to consider in Green River are (Clawson, 2005):1) The selection of employees is based on the required skills rather than their skills or personality, which would help him understand the interpersonal skills of his new hires.