Performance Appraisal Of A Worker

The challenges of an organization can influence the performance of an organization from a satisfaction with pay (Gomez-Mejia, Balkin, & Cardy, 2016, p. 296). The employee salary within an organization is a huge cause for turnover of employees (p. 296). First, the topic of employee salary is of great importance for the current and potential workforce (Lee & Lin, 2014, p. 1577). In addition, employees that have the perception on receiving lower compensation that others within their market will lack in performance and have a desire to leave the organization (p. 1577). In retrospect, the regular evaluation of compensation within the organization is vital to the reduction of employee turnover (p. 1577).

Officer Lerma, this is your annual Employee Performance Appraisal. This appraisal reflects the observations made by myself as well as Sgt. Drake A9663 and Sgt. Camenisch B0467 from your Blue Team Supervisor Notes. During this period you have been assigned to Durango Jail on Shift 2.

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)

After reviewing exhibit 7.4.2, list what you regard as the major problems with the Darby appraisal system. Make specific recommendations about changing the system.

Performance based pay strategy is a variable pay system which is intended to increase employee productivity by rewarding employees based on their performance rather than paying based on the time that an employee spends at work (Wisegeek). Due to the fact that performance based employees have a vested interest in the success of the company their productivity is likely to improve which can lead to the need for fewer employees to maintain production levels leading to a reduction in labor costs to the employer. Studies have shown that time based employees only produce 50 to 60 percent of the output of performance based employees (Atchinson).

A well-articulated compensation philosophy drives organizational success by aligning pay and other rewards with business strategy. It provides the foundation for plan design and administration and anchors current and future plans to the company's culture and values (Kaplan, 2006, p.32). Recognizing and rewarding achievement is the cornerstone of the company A’s compensation philosophy. The mission of the company is to attract, select, place and promote all individuals based on their qualifications. The company believes that performance-based compensation helps attract, develop and retain talented professionals. In addition to base pay which based upon local market conditions and targeted to be above market, the company provides the following types of potential compensation to reward performance:

Pay for performance systems have further been proven to have two advantages for organizations: attracting more high-quality employees and motivating employees to exert more effort at their jobs. (Gordon, Kaswin) This paper will show the positive benefits of performance pay as

Although research generally confirms that pay-for-performance plans can influence greater outcomes, it is unclear how effective different pay plans are relative to each other (Park, 2012). Like most things in business, compensation is something that requires evaluation, study, assessment, strategy, modeling and integration.  Achieving a pay for performance culture does not happen without paying attention to the behaviors, activities, rewards and motivations that have to be linked and reinforced through a well engineered and successfully executed process.  Actually if that process does not tie rewards to shareholder financial objectives, employ the proper mix of compensation elements, result in meaningful dollars, embrace performance that employees can impact and are effectively communicated and reinforced, then the results it produces will likely fall short (Vision Link Advisory Group, 2013).

It can be said that performance related pay has been motivating employees who works in companies/organisations from small to big, hence the distribution of bonuses definitely need to be taken into account. A bonus is an extra compensation given to an employee above his/her normal wage. A bonus also could be used as a reward for accomplishing specific goals set by the company, or for devotion to the company. However Performance related pay methods has broaden up into different topics, Individual-performance pay and group-performance pay being the most common methods. This essay will therefore discuss not only just identifying both distribution methods, but its relationship between one and another. Also, preferred ideals which

The purpose of this report is to use the compensation system we previously developed in Phases I and II to pay people, develop plans that reward performance, add benefits into the mix, and evaluate these results. First we will look at performance-based-pay as a policy for recognizing employee contributions. Performance-based-pay is a pay plan that varies with some measure of individual or organizational performance, such as merit pay, lump-sum bonus plans, skill-based pay, incentive plans, variable pay plans, risk sharing, and success sharing. It is basically a pay plan that moves away from the traditional base pay and across-the-board increases, and

In a typical and effective process of performance management, as demonstrated in Figure 2.1, performance appraisal is not the only but a vital element because it is the activity which evaluate the outcome of the work, recognize the achievement and weaknesses and give employees and managers a straightforward result on these(Armstrong, 2009, Hutchinson, 2013). From a modern perspective, performance appraisal covers more areas not only on what have been achieved but also on the attitude and contribution of the operator (Hutchinson, 2013), which enhance the functions of identifying training needs.

The process in itself can be very task oriented and not very informative to the person that is taking the evaluation. The managers seem to be very disengaged in the way it is presented. It is viewed as a task that needs to get done that the organization requires. In some cases if there are corrective action taken, the managers might be more engaged to discuss the specific areas of improvement. The employees seem to be very stressed out during the process as work load and the awareness of one’s possible compensation being on the line. Although it is mentioned that the compensation is not tied to the performance evaluation, it is widely accepted as the measurable aid that will provide a barometer to how well one will be compensated.

Hence, the performance management pay system is a good way to motivate and encourage employees to perform better in their job in order to get paid, especially the workers who have low commitment towards the organization. From the perspective of an employee, the compensation which provided by the company is a return in an exchange between their employer and themselves (Milkovich, Newman, & Gerhart, 2014). The employees perform well in their job as a return of the salary they get. Besides, the employees stay in the organization when they are motivated in completing their jobs. This is a good way to retain the employees from resignation. Hence, the pay system used by the Company D is better than the another three companies which provide pay for performance of achieving objectives, various criteria and progress against targets

Pay for performance is to link employees’ salary or salary increase to his or her performance. It seems to be a reasonable or attractive idea but it often does not work well in organizations. Please use at least 4 motivation theories or models to explain why pay for performance may not work as expected—particularly in government and nonprofit organizations.

Performance appraisals are a major component of human resource management systems used by organisations to measure and manage what is considered to be the most valuable resource available to them; human capital. This report aims to evaluate the effectiveness of performance appraisals and its application to both the employer and its employees, taking into consideration various rationales for its implementation. This will be achieved through an in depth review of the concept of performance appraisals, its evolution in corporate organisations and existing literature on the topic, and the effects (both positive and negative) to the organisation as a whole and to its employees. It will be argued that despite being of relative importance to