Mills Paper Company Case Study

In this phase the raters are educated on the reasons a performance management system is being put in place and provided information on the appraisal form and the actual performance management system. They are also trained on how to identify and rank job activities, how to observe, document, and measure performance, conduct a performance review, and most importantly minimize rater errors. The focus on rater error training is essential as it points out and identifies biases and lack of knowledge or program understands that leads to rating employees incorrectly. There are several types of errors that can occur and in the preparation phase employees are educated on how to prevent making these errors. The final step that occurs prior to implementing the performance management system is pilot test; this is imperative to do in order to identify errors, issues, and any improvements that needs to be made before implementing the system to the entire organization which can save the company money in finding issues

Performance appraisals, performance reviews and/or appraisal forms are a part of the performance management process. In general, performance appraisals are not favored. People in organizations would prefer not to be advised they did not do tell this year compared to the previous years. Managers would prefer not to put themselves in a scenario that could possibly turn into an argument from an employee about a performance appraisal that was not that great. If the ultimate goal of a performance appraisal is employee development and organizational improvement, we have to consider moving to effective performance management system to avoid any conflicts. The successes of performance management strategies sound favorable to many, however, there are managers and supervisors that make decisions that affect the moral and performance of the employees. Moral can become the heart of an employee’s motivation to succeed and be happy at work.

Performance Evaluations are a headache to many managers in the employment community. They can make it difficult to have a great workplace connection. In addition, they make it hard to accomplish goal performances. The performance evaluation system is a dislike process by em-ployees and their supervisors. According to Chan & Yung (2002), “The performance evaluation is quite subjective since it relies on the individual judgements of supervisors who have different per-ceptions of the process performance” (p. 237).

3600 feedback is a process in which someone’s performance is assessed and feedback is given by a number of people who may include their manager, subordinates, colleagues and customers (Michael Armstrong 2009:644). The debate surrounds a point of whether it offers a means of overcoming the traditional limitations of appraisal.

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.

The performance appraisals process is flawed in many ways. Lack of preparation, time, training, and professionalism are a few examples of how the system is flawed. The individual completing the application often has many tasks that supersedes taking the appropriate time necessary to accurately keep notations of an employee's performance throughout the year. The lack of time leads to an employee receiving a performance review on the most recent accounts of his or her job performance instead of his or her performance throughout the entire year. Lack of professionalism can also hurt the appraisal process. An employee should be rated by his or her job duties instead of the personal opinion or feelings the manager or supervisor completing the form. All

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.

Culbert, made a very realist statement that nothing good came out of the old performance review that companies could view as positive (Culbert, 2011). Mr. Culbert made some very realistic observations in the fact that the marks received is really based on how much your supervisor or manager actually “like you” (Culbert, 2011). The author is correct in stating that need for individuals should have a performance review on a regular basis to make sure the person’s behavior and duties are lined up with company’s corporate strategy. It was brought out by author that performance review should be initiated by need and not just a date on the dreaded calendar. Performance evaluations should help the worker improve and not be pretentious (Culbert,

4. Review feedback report – comparison between expected performance standards and actual performance point at which performance may be adjusted

Thank you for choosing Ben Sanders Corporation for your consulting needs. We are thrilled to be here and think that we will be able to provide great value for your company. You have described Forest Hill Paper company and provided us with 12 issues you want us to address. We have reviewed the 12 issues you gave us and have begun seeking solutions that we think you will be quite satisfied with. Below are our findings and our recommendation for going forward.

I realize good training is important as poor training can lead to a negative work environment, which affects an employee’s motivation and outlook on their new job. Performance reviews will be taken place semiannually in order to help the General Manager to identify areas where the employee is struggling and gives them the opportunity to give candid feedback to the General Manager. If disciplinary action needs to be taken, management must document all charges in writing and notify the employee of the

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.

Performance reviews are designed to both evaluate general performance and measure progress around specific goals. Both negative and positive aspects are incorporated in these reviews as they should serve as a point of reference to both look back in evaluation and ahead in anticipation. Pulling back from daily demands in order to assess and review employee performance allows managers to focus their attention on specific departments and clarify what is high priority to their company. Performance reviews also act as an opportunity to acknowledge working staff and identify professional development which will further support the staff members’ career growth. Reviews are seen as a powerful tool that can be tied to a company’s overall success;

“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

The execution performance management requires the participation of numerous players (Managers, supervisors, and subordinates). For the system to succeed and accepted, clear understanding about the system is needed for effective implementation. Supervision and explanation of performance appraisal system is very crucial element for performance. ‘‘Merely developing a model of the strategy does not ensure the strategy will be successful.’’ Othman (2008, p. 261). Clarifying goals and supervising regularly help to develop people, improve performance, and satisfaction. Therefore, Supervision and explanation is appropriate for all employees regardless of how well or poorly they perform.