Performance Appraisal

Gomez-Mejia, L., Balkin, D., & Cardy, R. (2012). Managing Human Resources (7th ed.). Upper Saddle River, N.J.: Prentice Hall.

Drivers must be able to interact with students effectively, so that they can have better control over the bus. Students will obey you only when they think that drivers are actually concerned about their well being.

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.

Gómez-Mejía, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human resources (7th ed.). Harlow: Pearson.

Criteria for performance appraisals is an appraisal free of bias, documented results on file, strategies implemented by development of performance measures, feedback, and information for an employee to maximize their performance. Rating factors, effectiveness, and results used to either terminate employees or identify those with potential for advancement.

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.

Byars, Lloyd L., and Leslie W. Rue. Human resource management. 10th ed. New York: McGraw-Hill Higher Education, 2010. Print.

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

2. Leatherbarrow, C., Fletcher, J. & Currie, D. (2010) Introduction to Human Resource Management. 2nd Edition. London: CIPD

Once rapid response statistics, literature research, and evaluation of SAHS protocols were acknowledged, the application of interventions was initiated. The first intervention performed was establishing a power-point presentation for new nursing graduates and new hires with information on current rapid response procedure containing best practice and statistical evidence. By collaborating with stakeholders and assembling the information gathered in the planning stages, a power-point presentation was generated. The presentation was applied to multiple new hires and new graduate orientations to educate the incoming staff members of the rapid response system. The reasoning for educating the incoming employees to the current rapid response practice

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

Gerhart, B., Hollenbeck, J., Noe, R., & Wright, P. (2009). Fundamentals of human resource management (3rd ed.). New York, NY: McGraw-Hill.

Bohlander and S. Snell. (2011). Managing Human Resources, 6th Edition. Toronto, Ontario, Canada: Nelson Education Ltd., p. 175.

The definition of the term ‘performance management’ varies in different literatures. As Hutchinson(2013) summed up, combined with Den Harton’s theory(2004), it is a continuous process which links individual and team objectives with organizational goals by measure and improve employee’s skill and performance. According to Armstrong (2012), human resource management aims at making sure the organization has the most talented, skilled and engaged people in order to attain its goals. In this context, performance management is one staple practice helping managers identifying and retaining most competent employees as well as correcting poor performance.

However, the value of a fair determination of the employee, can take only by a number of factors, some of which is a very subjective evaluation for the moment, time and attendance, while others are very subjective, and instantly, attitude and personality. Human resources or personnel department records on the basis of accurate assessment of the objective factors, but no equipment, accurate measurement of subjective factors. Nevertheless, the evaluation of these factors must be done every employee has the advantage of in order to achieve full appreciation.