Case Study – Appraising the Secretaries at Sweetwater University

An appraisal is one of the most commonly used methods of formal assessment and is used to evaluate and assess the performance of an employee against agreed targets and objectives, with the aim of improving employee performance. Where an employee has been able to achieve their targets, the appraisal can be used to recognise successes. This often helps to increase an employee’s confidence and motivation and can lead to better organisational performance. Many organisations will use the outcomes of an appraisal to identify potential candidates for promotions or even an increase in pay. At the same time, an appraisal meeting may include discussions on underperformance, identifying why this has occurred and how this can be avoided in the future.

Performance appraisal is a method which is increasingly used to evaluate employees to determine the degree to which they are performing effectively and encourage them to direct their energies towards organizational performance. Although the appraisal is being practiced, there are criticisms made against the system which generally arise from within the Orthodox and radical management frame work.

In order to create a high performance organization, we need to develop the capacity of Tamarack staff to perform and contribute to a workplace in which employees can develop their full potential. An effective performance management/appraisal system, which managers lead and own, helps us to achieve our goals by connecting employee contributions to the overall organizational goals and providing a system of appraisal that is forward thinking and supports development.

Week 3 Knowledge Check Study Guide Concepts Mastery Requirements of Effective Appraisal Systems 1 2 3 100% 4 5 6 100% 7 8 9 100% 10 11 12 100% 13 14 15 Performance-Appraisal Legalities Questions 100% Methods of Appraising Employee Performance Score: 15 / 15 Elements of Effective Performance Feedback

The processes demonstrates a commitment to people within the business by showing them that they are valued members of the company and their success is important to the entire organization.

The old Performance Management system was ineffective and did not lead to a fair incentive or salary raise for the employees of the company. Employees who worked hard and did well for the company received the same rating as low performing employees. There was frustration among the scientists for getting the

Good morning! My name is and I’m happy to be here today for this presentation. We will be discussing ways to maximize the use of our Human Resources department and I will concentrate on the ways our Human Resources department can be used for individual performance appraisals, ways of assessing our teams and succession planning.

The major downside of this appraisal system is that it is often generic, routine and repetitive. For example, the appraisal forms used to rate performance has remained unchanged for over a decade such that the appraised

I suggest ratings such as communication, decision making and, appearance and work habits be removed. I do not recommend the same methods for all Darby jobs, there should be different methods of rating the employees, managers and supervisors. I recommend graphic rating scales, management by objectives (MBO) and performance distribution assessment (PDA) to be used

I don’t feel that the experts’ recommendations will be sufficient to get most of the administrators to fill out the rating forms properly. The managers would be pleased with the recommendation to rescind Mr. Winchester’s forced ranking technique but would definitely challenge the idea of not tying salary increases to appraisal forms because it’s what they’ve always done and it is the only way they feel they can provide competitive wages for secretaries. The issues of providing invalid feedback to each secretary

Cook, S., & Macaulay, S. (2007). How an integrated approach to performance appraisal and the

The issue with Dr. Jones system is that the employees had no knowledge of the criteria for top performance until the end of the year. Only in their review did they learn what was needed to be considered a top performer. The employees were not allowed to patriciate in the process and set the goals. The shift from an academic-teaching perspective to a research-based perspective should have been communicated earlier in the year so the professors could adapt their approach to their work and schedule research appropriately. Additionally, the service area may not have been an area of focus in the past. These professors are now being judged by standards that they were not aware of and are being penalized and/or rewarded based on them.

Some managers rotated the highest ranking between their employees from one year to the next. So the objective of developing new evaluation system was unfulfilled.

There is a potential for bias with the appraisal system if the expectations of the appraisal are not understood or communicated clearly by the supervisor and the employee. In addition, if the appraisal system is not used in a fair, consistent manner, from year to year, or from employee to employee, this will lead to resentment between employees, low morale and decreased performance. All employees must be treated fairly and equally in the appraisal process. Supervisors must use a uniform appraisal system and apply it consistently over time.

Firstly, the old system was prone to central tendency error. It had 13 rating levels and lacked a described evaluation criteria. As one can understand, if the rating scale is large and the different levels are not sufficiently explained, the evaluators will be more likely to evaluate less accurately. In the case, one can read that managers gave almost to everyone a B or a C,