Essay on Employee Evaluation and Its Practice

Both documents, Sojourner Truth's "Ain't I a Woman?" and "A Black Feminist Statement: The Combahee River Collective", deal with the issues faces by women during each time period. However, they do not only focus on the discrimination of women; they focus on the discrimantion of black women. Sojourner Truth and The Combahee River Collective took the issue that were being dealt with by other women and organzations and brought a bigger issue to the picture. Feminist during these times were focused on helping women, white women, so these particular feminist raised a whole other issue to the table. The biggest difference between these two documents is the time they were each written or spoken. Sojourner spoke in the mid-1800s,

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

a) Draw a line (perpendicular to the direction of sunlight) that shows the half of the

A Performance-Based Pay system is an increasingly popular compensation method used by organizations to increase productivity. A goal for all companies is to try and remain competitive and control costs, this is a reason for performance-based pay systems becoming more popular. This type of system attempts to link compensation to performance. (Gena Richter, 2002) These systems are directly tied to organization or individual performance and are most effective when based on objective measures of quantity or quality of performance. If we wish to have a direct impact on work motivation, it must be linked directly to the performance of desired behaviors. In order for to put this type of system into place, performance evaluations must be conducted regularly , as well as training and development for those with performance that isn't quite up to par. These additional resources will be necessary for our organization if we implement a performance based pay system. (William B. Bernathy, Ph. D., 2004)

In today’s business world, performance appraisals are still widely used, yet at the same time very criticized. One of the reasons appraisals are criticized is some feel that they are a waste of time and are not value added. Samuel Culbert, author of the book,“Get Rid of Performance Reviews” states, “This corporate sham is one of the most insidious, most damaging, and yet most ubiquitous of corporate activities” (Culbert). He goes on to say that, “Everybody does it, and almost everyone who’s evaluated hates it” (Culbert). He feels that appraisals are worthless and should never be a method used for giving employees feedback. After doing more

Who am I? I ask myself this multiple times a day when I’m unsure about myself or of my decisions that I choose to take. When I think about the answer to this question I come up with many answers about myself and I embrace them. So who am I? I am a Mexican with some Irish blood too. I am someone who was raised with mostly Japanese food and the occasional Mexican food. I’m someone who speaks English (without a heavy accent), Spanish, and learning Japanese, French, and Korean at the moment and definitely want to learn more. I am someone who loves to learn and read books so I can increase my knowledge and live many lives through the eyes of the different characters in the books. I’m someone who tries with all her might

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.

At too many organizations, the performance appraisal has degenerated into a mere formality. Employers and employees are jointly complicit, dutifully sitting across from one another but simply going through the motions, ticking off goals and targets achieved over the past 12 months, those that weren’t, and a new set of goals and targets for the next 12 months. As performance management tools, these by-the-numbers appraisals don’t hold much value for most companies, and they do little to raise employee engagement, commitment or satisfaction levels. However, rather than simply abandoning performance appraisals altogether, as some have implied, a growing number of employers are turning around this state of affairs. They’re reinventing performance reviews and reaping substantial rewards.

“Performance appraisals can enhance employee performance as well as advance the mission and goals of an organization. There are many advantages of performance appraisals if they are applied fairly, consistently and objectively. Performance appraisals not applied fairly can be counterproductive and even destructive to

As stated by Peter F. Drucker, “Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.” Performance management is essential to achieving an organization 's mission statement and business goals, and also in attracting, retaining, and motivating qualified employees. There are many benefits and reasons why an organization should execute a performance management system. Performance appraisals establish the basis for qualifying, recognizing, and rewarding employee contributions. In this paper, I will discuss what performance management is, the problems with the current performance management system at my organization, how other organizations have succeeded in their performance management system and how I would advise management at my current organization to improve our performance management system.

Within my setting a process we use to monitor, evaluate the performance of individuals and teams is appraisals. “All contracted staff should receive some sort of appraisal with their line manager” Daly M el al (2004 p.2070). Appraisals are good process for both managers and the staff team to openly discuss performances and quality of production and output at work. “Appraisals are regular meetings between employers and subordinate, providing a non-threatening routine occasion when work standards cam be discussed and suggestions for improvement can be jointly decided”. Sadek and Sadek (2004 p.134). To carry out a successful appraisal there is a few stages to make sure that all the correct

Forced ranking also known as the ‘stacking system’ is a performance rating system that has arguable attracted more attention over the years than any other (Smither & London 2009). While this practice has been widely used by well-known companies such as GE, Sun-Micro Systems and Hewlett-Packard (Grote 2005, cited in Smither & London 2009) it has also been the subject of significant controversy given its rejection by companies such as Xerox and PepsiCo (Olson & Davis 2003). Forced ranking is a performance rating approach synonymous with relative rating (Smither & London 2009). This implies that rather than being appraised independently against a uniform set of performance standards employees are ranked relative to peer performance and slotted into a normal distribution bell curve or a quartile distinction (Grote 2005). This would for example identify employees in the top and bottom 25 per cent (Grote 2005) and enable managers to identify the worst and best performing employees in an organisation. The use of forced ranking as a best practice people management scheme will be evaluated in the sections

The case begins with explaining force ranking as a performance appraisal. The case tells the reader about the creator of this idea and its intentions. The intent of the forced ranking system is to improve the performance level of an operation by getting rid of bottom ten percent of performers and hiring replacements who will perform at a high level (Gomez-Mejia,

One of the most misunderstood tools used by managers in today’s businesses is the performance evaluation. At its basic level, the performance evaluation is a tool that allows an organization to evaluate an employee’s past performance compared with a set of performance standards (Dessler, 2015). These evaluations may be used to determine pay and compensation, promotions, terminations, training and development opportunities, and more (Mulvaney, McKinney, & Grodsky, 2012). Although the idea of providing feedback on job performance seems simple, many organizations struggle to develop a performance evaluation system that is fair to employees, easy for managers to use, and that measures key areas of performance. A study of 100 large U.S. corporations showed that all of the companies used some sort of performance evaluation system, but half of the corporations were considering making major changes to their system and six percent of the firms said they were considering eliminating the process altogether (Lawler, Benson, & McDermot, 2012). Given the importance of providing feedback about performance and the potential organizational benefits of an effective process, eliminating performance evaluations is not likely to result in success for employees or the

There are numerous reasons why organizations evaluate their staff, the main reason being to track employee progress and performance compared to expected objectives. I do not contest that performance evaluations play an important role in assessing the overall performance of an employee. However, given the large leaps taken with regards to technology and organizational changes within organizations, I think that performance evaluations have failed to advance at the same pace. The disconnect occurs when performance evaluations are used as the only organizational quality control tool rather than a source of motivation for progress and career advancement. Though I think employees should be evaluated, I don’t necessarily believe that it needs to be done in such a formal manner. I’m an extremely positive minded person who is not particularly attracted to this idea of stocking biases and negativity all year long only to open the box on the day of evaluations. In addition, I have a particular interest and have had some training in the field human performance improvement, which makes me even more skeptical of the effects of performance evaluations because I know that a majority of problems linked to poor performance are linked to the complexity and/or lack of understanding of processes, tools and job aids. As such, evaluating a job performer without weighing his work processes and tasks is clearly ineffective. An alternative to the traditional performance