Case Study 1 -1 Reality Checks: Ideal Versus Actual Performance Management System

Performance appraisal is an important issue in human resource management and has a significant effect in the performance of an organisation. It is the system of evaluating the performance of employees regarding the accomplishment of their responsibilities and determining their potential to grow and develop. Bias in the evaluation process can affect the accuracy and appropriateness of the performance appraisal. Bias is a serious issue because it affects the ability to make appropriate decisions about the promotion of employees. A performance appraisal system that works to the disadvantage of members of a group can also pose legal issues.

Formal employee appraisals provide a strong reinforcement of the corporate aims and values. It gives managers an opportunity to show employees how their individual roles contribute to the company goals and give feedback to the impact that the employee has on those goals. It also provides management with a solid forum for

Development of a performance appraisal system that is effective in a human service organization is of benefit for the organization and the employees. For a performance appraisal system to be effective, the system has to be strategic, designed to fit the specific needs of the organization, non-discriminatory, non-bias, with correct implementation and administration. Many different components, must to be incorporated to make this type of system beneficial for all who use it, and all who are evaluated by the system.

The job description for each position is different and so should the evaluation process and questioner. Each department in an organization needs to have guidelines set forth outlining the duites, expectations, training model, and professional code and consistency among employees are critical to the professional appraisal evaluation process. Each employee must be held to the same accountability or the evaluation process becomes tainted by lack of consistency. Management should always focus on the appraisal process as another of their job duties instead of over thinking the task and rating an employee out of fear and retaliation or to prevent an employee from receiving a raise or promotion. In addition, the for the appraisal process to be beneficial to the company the outcome has to be to protect the company from liability or litigation from a disgruntled employee and to boost the companies overall productivity ratings. When an employee believes he or she has a hand in creating the plan to evaluate and change his or her performance the changes are more likely to last rather than being told what changes need to

Performance evaluations are important parts of all employees and managers tools to ensure positive actions are rewarded while negative actions can be evaluated and fixed to decrease problems in the future. Performance evaluations benefit supervisors and employees by identifying how to bring out the employees best attributes for the company (Hamlett, nd.). Evaluations provide a look at how a worker is doing compared to earlier reviews of their skill, knowledge, initiative and participation in the company’s vision (Hamlett, nd.). Introducing performance review evaluations is important to most organization for the success of their organization and the advancement of its employees. Performance evaluations provide a way for managers and supervisors to manage the performance of an organization and the people who make of the human resources of the organization (McCarroll, nd.). When implementing a new system it is important to understand the process must be realistic, challenging, yet attainable for performance expectations and standards to be successful for employees and the organization (McCarroll, nd.). Balanced scorecards are utilized in performance evaluations to essentially provide a way for organizations to align their strategic plans with day to day operations (Balanced Scorecard Institute, 2015). Balanced scorecards look at traditional financial measures, which are past events and long-term investments like

In conclusion, you should evaluate all employees’ strengths and weaknesses in light of agreed-upon goals and objectives through the performance appraisals. In addition, employees should be given specific comments in a matter-of-fact tone. After giving feedback to employees, you should

Performance evaluations, when implemented properly, act as a tool for improving employee productivity, team performance and individual development. They can serve to raise self-esteem, increase motivation, strengthen relationships and foster ongoing communication and commitment (Simpson, 2001). I feel that these reviews play a critical role in the workplace and should remain a part of standard operating procedures, however many are beginning to disagree.

Employees will receive feedback in their performance in a timely manner; if they are any improvements needed they will be given an ample amount of time to achieve the improvements needed. In addition, employees will be treated with respect through the entire process and are allowed to voice the concerns and have any questions addressed and answered; if they desire to file an appeal they will be allowed to do so. Performance information provided will be unbiased and training will be provided to prevent biases as well as managers will receive training on how to manage their employees’ performance. Training, instructions, and examples be provided to managers so they will know how to properly document performance for the system. The most important part of the system is that it will have what needs to be done in order to identify discrimination, bias, and system abuse. With these characteristics implemented in the performance management system in addition to being applied and used properly; the organization would be able to defend themselves again discrimination

A performance management system should consist of planning, monitoring, reviewing and evaluating (Hrcouncil.ca, 2015). During the planning phase management should identify, clarify and agree upon expectations of the employee. Also, in this phase management needs to determine how results will be measured, agree on the monitoring process and document the plan for performance management. Furthermore, this step is imperative for management to identify and ensure the performance objectives are explicitly stated to the employee. In the development of this phase management would

The basic criteria evaluated for all employees are attendance, professionalism, completing tasks in a timely manner, and attitude. Faculty have additional components to be reviewed and are expected to maintain all standards, in accordance with our accrediting agency. Although the criteria are different for faculty and staff, the process in which they are evaluated is the same. Employees have the opportunity to meet with their supervisors to discuss the results of their evaluations and sometimes ratings are changed after discussion. This approach creates a positive effect both internally and externally. The opportunity to respond to the evaluation results are a key element that we uphold with our employees. We want them to understand the reason for their ratings in certain areas and offer suggestions for

Evaluation is a feedback or an improvement process made to improve customer service. Evaluation becomes less of a formal event. Result orientated HRD professionals realize that their importance to the organization is their ability to help the organization achieve its anticipated business outcomes. So, HRD professionals believe projects need to be evaluated to determine whether the desired outcomes have been achieved. Evaluations happen at the end of interventions. Although most of the time many organizations fail to give evaluation. Some reason for that is organization members misunderstand evaluations purpose and role, they fear the impact of evaluation findings, evaluation is considered

Performance appraisal is an evaluation and grading exercise undertaken in organizations to achieve several objectives such as employee motivation, identification of training needs, rewards and remuneration, employee development through feedback etc. [Fig. 1]. All methods for performance appraisal have several advantages and disadvantages based on location of the firm, socio-economic environment, vision and mission of the firm, organizational structure and other factors. Organizations in different industrial sectors may have different focus areas of work and different values and thus, expectations from employees vary across sectors.

“Performance appraisal can be viewed as the process of assessing and recording staff performance for the purpose of making judgments about staff that lead to decisions. Performance appraisal should also be viewed as a system of highly interactive processes which involve personnel at all levels in differing degrees in determining job expectations, writing job descriptions, selecting relevant appraisal criteria, developing assessment tools and procedures, and collecting interpreting, and reporting results.”( The University of Georgia, & VirginiaTech, 2008)

360 degree feedback system as a performance evaluation tool as long as the understanding of its intent is understood. “There are three key steps in the successful implementation of 360 degree feedback systems in an organization. The three steps are that it must fit the organizations culture, make it psychometrically sound, and used with care” (“Best Practices”, 2012). It is also important to train the feedback providers to be sensitive, respectful and polite. Treating employees in a friendly and respectful manner and offering constructive advice will make them more open to accepting the performance

I have experience in performance management and understand the performance appraisal or a disciplinary process. It aims to improve organisational, functional, team and individual performances. Effective performance management measures the progress being made towards the achievement of the organisation's business objectives. It does so by planning, establishing, monitoring, reviewing and evaluating organisational, functional, team and individual performance.