How to Motivate Fred

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.

The appraisal system Reed implemented was skewed when it came to evaluating the performance of Fred. Caruth and Humphreys (2008) cited “eleven characteristics an effective employee performance appraisal system should reflect: job relatedness, formalization, validity, standards and measurements, reliability, open communication, ease of use, trained appraisers, employee accessibility to results, review procedures, and appeal procedures”. Reed only met the first of these: job-relatedness. The system Reed did not include any written policies and procedures or any information for employees but was more of a generalization of guidelines and in addition was not authorized as a performance measure by management. The systems subjective elements were not adequately standardized for consistency and likewise the method of measuring performance skewed the results based on the bias shown by Reed. There was no formal way for Fred to object or appeal this performance reviews for what he considered an unfair performance appraisal. When a performance review is done effectively, it will have the ability to function as a feedback channel which can be incorporated into an overall strategy for formulating and setting goals. According to Hammer (2007), it is important to measure aspects of

Bourouni, A., Hesam Amiri, R., & Jafari, M. (2009). A new framework for selection of the best performance appraisal method. European Journal of Social Sciences. (7)3, 92-100.

During the past three decades, transformational leadership has helped to transform the workforce. The need for this type of inspirational style was recognized and explored in an original work called Leadership by James Macgregor Burns (1978). Burns believed that transformational leadership was a collaborative process that served to raise the morals and motivations of everyone involved (Leadership, 1978, 19). This type of leader works to inspire others with a goal or plan for the future. According the Marquis and Huston (2015) one of the key aspects of this style is the ability to empower others

Transformational leaders would go through different stages of psychological testing how they behave and act. The testing has shown the improvement and change reactions of those who have been through testing. Despite the changes of some leaders, there were those whose leadership behaviors were not changed. The purpose was to see if their behaviors could and would help motivate their subordinates. Transformational leaderships have shown that they could motivate their followers to surpass their own self-interests to a much high level than the leaders. The behaviors of the transformational leadership will continue to have major changes on the performance of the followers. Transformational leaders have responsibilities and will continue to have positive impact to organizational culture, subordinate performance and

Carey, 2015). Therefore, we come to learn that transformational leaders are often necessary and utilized to transform an inadequate low performance organization into an adequate high performance organization. In other occurrences, a transformation leader is expected to rescue an organization from a crisis. However, in order to carry out and achieve this task, it is vital for the leader to overhaul the organizational culture and subculture that may be prevalent. This task can be accomplished through nine methods of transforming other individuals such as: 1. Raise and increase awareness. It is vital that the leader makes other individuals aware of potential rewards and how they may be achieved. For example, pride in the job as well as offering financial incentives and bonuses. 2. Facilitate others in looking past self-interest. It is vital for the transformational leader to help others acknowledge and comprehend the big picture through explaining the presenting the whole scenario. For example, if an organization is to hire more employees to carry out certain task there will be cuts in various other areas. 3. Help individuals achieve self-fulfillment. The transformative leader assist others in not focusing on minor satisfactions such as completing a job prior to the deadline due to the fact that an individual did not take days off, this helps the organization grow and

Transformational Leadership transcends multiple situations. Leaders utilize the four components of Transformational leadership which include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (McCleskey, 2014; Robbins & Judge, 2016; Stone, Russell, & Patterson, 2004). Leaders that employ Transformational Leadership often have highly desirable personality traits that are modeled, and then emulated by followers as a method of idealized influence (Marques, 2015). The transformational leader is able to generate inspirational motivation within an individual by empowerment of the follower through communication of shared goals and sense (Stone, Russell, & Patterson, 2004). Intellectual stimulation is achieved thorough the leader engaging the follower in problem solving and innovation for solutions (Robbins & Judge, 2016; Stone, Russell, & Patterson, 2004). Furthermore, the transformational leader connects with the follower through mentorship and acknowledgement of the individual versus the team (Stone, Russell, & Patterson, 2004). To conclude, Transformational Leadership is a successful tool for managing change, as the transformational leader is able to create a shared vision, generate support for change, and successfully implement and maintain the change (Marques, 2015). Relative to the scenario, Transformational Leadership is paramount for successful change due to the engagement of the followers with the shared vision of the

Goals and incentives arestructured to drive high performance, while providing opportunity for employee’s personal and professional growth. There are four key elements/characteristics a transformational leader should possess:1) Charisma /Influence: This element provides purpose and vision for the followers; it also serves as a mode for high ethical behavior to instill pride, respect, and trust.2) Individualized consideration – This emphasize on the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the followers and listens to the follower's concerns and needs. The leader gives the support, keeps communication open and places challenges before the followers. It helps maintain the follower’s will and aspirations for self-development and intrinsic motivation for completion of assigned tasks.3) Intellectual stimulation – This enhances rational thinking, the degree to which the leader challenges assumptions take risks and solicits followers' ideas. This leadership style stimulates and encourages creativity among followers. It places emphasis on learning and sees unexpected situations as opportunities to learn. Therefore, followers think deeply about things, ask critical questions, and figure out better ways to execute their tasks. 4) Inspirational motivation – This is the degree to which the leader articulates a vision that is appealing and inspiring to followers. It explains how: purpose, expectations, and goals are communicated. Leaders with inspirational motivation challenge followers with high standards, future goals, and provide meaning for the task at hand. Followers must have a strong sense

Transformational leadership has been presented in the literature as different from transactional leadership. While transactional leadership was defined on the basis of the influence process underlying it, as an exchange of rewards for compliance, transformational leadership was defined on the basis of its effects, as transforming the values and priorities of followers and motivating them to perform beyond their expectations (Yukl, 1998). Bass and Avolio (1994) proposed that the behaviors transformational leaders’ exhibit include four components: individualized consideration, inspirational motivation, idealized influence and intellectual stimulation.

When expectations are clearly stated and a plan for success is properly put into place by management, employee will work hard to meet their goals with a clear understanding of how to get there. This allows employees to look to the future while guiding management to not base evaluation solely on past performance. (Van DE Mieroop, Vrolix, 2014). Management has a constant opportunity to offer positive feedback to employees. This will allow employees to be aware of their performance and will also open the door for conversation about ways to improve (Yadav, Sushil, & Sagar, 2014). If Reed would’ve used a more effective performance evaluation, that focused on the strength of employees Maiorino would probably still have his job. Reed failed Maiorino by not executing a more efficient performance

The scholarly theory of transformational leadership was defined by Bernard Bass as a style of leadership that inspires employees to make extraordinary efforts (Bass 1985). This is accomplished through “idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration” (Deschamps 2016). This leadership theory closely represents my personal management style. Transformational leadership transforms the attitudes of employees to create an emotional attachment to the company (Pradhan & Pradhan, 2015).

Performance evaluations are a very important part of a business organization and places promotion and retain ability in the hands of the worker. According to Robbins and Judge,” Evaluations provide input into important decisions such as promotions, transfers, and terminations. Evaluations also identify training and development issues.”(pg.595 2009). There are several different theories and ways to conduct performance evaluations such as behaviorally anchored rating scales (BARS), critical incidents, graphic rating scales, Forced comparison, group order rankings and individual ranking. Each of these systems can be used on their own for ranking employee performance but some organizations use a combination of systems.

Most imperative to an organization’s success is the achievement of each employee’s goals as a part of the whole. Clearly it is evidenced that transformational leadership is an effective means by which leaders help others become more valuable and productive in their roles in the organization. Why do some organizations excel at implementing productive leadership elements and others fail? Perhaps they fail to recognize the value of one single solitary individual and their influence as part of the whole, and this attitude should be changed. Certainly, the discussion regarding inherent leadership traits that produce the greatest amount of influence in an organization will continue, especially as more research is conducted regarding the

Transformational leadership is defined “as a process where ‘leaders and their followers raise one another to higher levels of morality and motivation’” (Transformational leadership, n.d., para. 6). “Transformational leaders transform followers by creating changes in their goals, values, needs, beliefs, and aspirations” (Kreitner & Kinicki, 2013, p. 481). Our text gives us four types of transformational leadership behaviors: inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation.

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.