Feedback Session with James

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.

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

Answer:During a medical emergency Cannot ethically or legally turn a patient away who is in an emergency situation. If unable to adequately treat patient, must call 911 for emergency assistance. Patients cannot be turned away from a hospital or physician office if they are indigent or uninsured.Treating indigent patients COBRA contains amendment that prohibits dumping patients from one facility to another. It is also a federal offense. Does not mandate treatment but must stabilize patient during emergency.Not to abandon a patient Once agreed to care of a patient -- now in a legal contract. It is possible you can be charged with abandonment if not given formal notice of withdrawal from the case. And you must allow patient time

Reading the first letter from Jourdan Anderson, one of the meanings of freedom one can take away from the tone of Anderson’s diction is the freedom to throw shade. Seriously, Anderson is now a free man and thus free to write smugly to his former master, and eloquently so. His letter essentially tells the Colonel there is no chance in hell that he and his family will return to live with the man who previously enslaved them. Anderson also expressed he knew he was already a free man in response to the Colonel promising his freedom upon his return. Anderson states, “there is nothing to be gained on that score, as I got my free papers in 1864 from the Provost-Marshal-General of the Department of Nashville.” That line asserts to the Colonel that going returning to Big Spring would not be advantageous because he can already live freely with his family. He does not need, nor want to return to the Colonel’s home.

A performance appraisal is one of the most important factors in any organization and can be one of the greatest tools used to record employee production. Every organization has to have goals and objectives established and the employee has to be involved in this process. By conducting performance appraisal will improve productivity and also the morale of the employees.

An effective performance appraisal system strives for as much precision in defining and measuring performance dimensions as is feasible. Some of the major problems with the Darby appraisal system are:

The purpose of a performance appraisal is to be used to improve employee performance. It should be used as a guide for recognizing outstanding behavior that is in line with departmental policies and work objectives, but should also be used as a tool for feedback to improve observed employee deficiencies. Performance appraisals should never be a surprise when it is presented to the employee. It is important for subordinates to understand what they are being evaluated on and what it takes to be successful.

In a conclusion, strengths of the negotiated performance appraisal are its ability to promote candid two-way communication between the supervisor and the person being appraised and to help the latter take more responsibility for improving performance. In contrast, in this case, the supervisor acts more as a judge of employee performance than as a coach. By so doing, unfortunately, the focus is on blame rather than on helping the employee assume responsibility for improvement.

The first step that D-Bart can take to improve its overall performance appraisal process is to make sure that managers are properly informed as to how to complete this process effectively. A failure to provide proper guidance is one of the biggest reasons many performance appraisal systems fail (Kromrei, 2015; Park, 2014; DelPo, 2007; Armstrong, Appelbaum, & Henches, 2003). D-Bart should evaluate its current process and seek to implement procedures which will allow managers to be more informed about this process. Some ways in which D-Bart could seek to improve this process is by creating a handbook which management can reference when completing the process, requiring every individual in a management position to undergo a training course, and specifying a designated individual to which all questions about the process can be directed. All of these will help managers feel more

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

Performance appraisals generally involve two-way communications which is not embraced by Chinese culture as the large power distance found in China indicated that to challenge authority of superiors is not considered appropriate for subordinates (Huo 1995). Therefore when conducting a performance appraisal in China it is expected that the evaluated will be more subjective. A straight forward form of appraisal would be better received and employee participation should not be forced.

Performance evaluations should focus on the individual’s job performance and not the individual. The four managers all have the same goal when it comes to their perspectives on performance appraisals and that is, they want to do what is best for their subordinates to motivate them to perform in their department’s best interest. Tom has a top priority to provide true and accurate feedback so employees know exactly where they stand. While I agree that evaluations definitely need to have a base of accuracy, I like Max’s view that most of good management is psychology. To know to act to do what is in the individual’s and department’s best interest, a manager needs to understanding people’s strengths and faults, and know how to motivate and reward employees. If that means a little fine-tuning, then so be it. Lynne, on the other hand, contaminated one of her workers evaluations by considering the individuals personal issues and inflated her rating to encourage and support her. Personally I don’t think it should have been a consideration in the evaluation however, supporting and encouraging the employee in other ways may be a more

The root cause of the problem with the performance appraisal is that sales people are now evaluated based on their relationships with the traders and researchers in New York with no input from the regional manager. In the case, there was no disconfirming data to suggest the performance appraisal needed a change. This was done in response to falling margins and the new performance appraisal process incentivizes selling higher margin products and encourages better relationships with the traders, managers, and researchers in New York. At this point C&B is in the “hurt or pain” stage of the general change process (Clawson, 6) and they should move to searching for alternatives such as changing the commission or bonus structure rather than removing the direct manager from the appraisal process. John Oates is the “guy on the mountain” in respect to the performance appraisal process and has been said to be acting weird and contemplating leaving C&B.

“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