Annotation 10C
It is uneasy to conduct a performance review that lacks a clear purpose as well as a mutual understanding, between the interviewer and the interviewee on what this review is supposed to accomplish.
The concern of this is which is more beneficial to, the organization, or to either the interviewer, or the interviewee?
Most managers that conduct performance reviews find it a tough challenge. To evaluate and rate an employee, with an obvious bad performance record, with a good evaluation. This causes a barrier, what Samuel A Culbert calls, “‘Dysfunctional pretense’ that poses a barrier to communication and teamwork and generates low morale.” (Kreitner & Cassidy, p. 280).
This widespread dissatisfaction on all sides of the review hurts all. The company continuing to employee an individual with a poor work performance, however, the work performance review states the employee is the opposite and does not perform to management specification. The manager that gave the review is showing that they really do not care for the image of the company when they write such good reviews on employee’s poor work ethics. Then there are the other employees that when any manager gives a good review on poor performance, the message sent to other employees, those that perform average or better than average, which states that it is ok to screw up and get a good review and still continue to work for the company. Therefore, those that hear the message that it is ok to screw up will eventually start not to screw up and not care for the place of employment.
The company I worked for did do performance evaluations on their employees. It is my belief that the favorites, who did as little as possible in their job, had the better performance evaluations with incentive increase while those that worked hard and did their job beyond their job description were given an average evaluation with little or no incentive increase in salary. Therefore, those with the low evaluation actually did nothing to increase their value in the work place. The company has a very high turnover rate of employees
Annotation 10D
The answer is a simple, for I believe that both instructors and their diverse experiences would be beneficial to the employee. The teacher that has 20 year of experience at one job would help a student learn the aspects of experience needed for that one job. However, that instructor would only show the employee there is only one-way of doing a certain job with proficient.
A. The Human Resources Framework The human resources framework is one of the four framework approaches identified by Bolman & Deal; this frame regards people’s skills, attitudes, energy, and commitment. The human resource frame defends the ideas that organizations can be stimulating, rewarding, and productive (Bolman, & Deal, 1991). The human resources framework focuses on leadership styles of support, advocate and empowerment, and provides efficient and transformative change for your organization by addressing human issues, leading to greater accomplishment of goals and better individual, team, and organizational performance. The leaders increase participation, support, share information, and transfer decision making down to employees in the
The employees of CanGo (with the occasional exception of Nick) are hard working individuals that place great pride in their work. Unfortunately, several poor decisions on management’s part have seriously affected these staff members. In our observations, we have noticed staff members being handed projects and assignments from managers without receiving anything in the form of goals, deadlines, expectations, and resources. This has resulted in employees juggling a variety of different assignments simultaneously. The current performance appraisal system has also left some employees (Nick) scared to death of the process. Other employees displayed incredulousness after Nick received a solid performance review from Warren. Performance appraisals
Paul is the HR director of the Bumpbie and previously worked with another organization by the name Selection Company. His preceding employer’s employee approximately 240 employees and thus management run the organization at the smaller level. Paul was also serving as the HR director in Kelecton Company. Kelecton engages in the development of software that will be further distributed to other organization to setup their system precisely with the help of software’s. Paul left the company to pursue the better opportunity in another organization, and that opportunity was recommended by one of his close friends.
The performance assessment and appraisal forms are crucial within the performance management system (Aguinis, 2014). However, the appraisal form within the case study provided is designed for the supervisor’s use thus missing one vital factor throughout the entire process, employee participation. Thus, questioning the validity and reliability of the process. This is especially concerning as the bottom 10 per cent of employees are being fired and the top 20 per cent are being rewarded with $5,000.00 based on what their supervisor records on the form without consultation with employees. Thus, supervisors may not provide accurate scores as they do not have to justify their responses (Aguinis,
There is an array of key components and factors involved in making an organization a successful business. One of those elements consists on evaluating employee’s performance; this sole component is critical in determining how effective is the organization’s productivity and which are the necessary steps to ensure proper functioning. “The performance appraisal may be one of the few times during the year where an employee and the reviewer, typically the employee's supervisor, can sit down and have a lengthy face-to-face discussion about all aspects of the job” (Joseph, 2016). Employees’ performance assessment serves as an instrument to gather important information as to which areas of the job description are being performed according to standards
In an ideal world, every person is treated equally when it comes to getting a job, advancing in his or her career and being treated fairly in the workplace. Unfortunately, discrimination still exists in hiring, firing and promotions; and the diversity of the workforce regrettably can cause hostility in the workplace when individuals do not appreciate and respect the differences among themselves and their co-workers.
Low and medium level performers improved and high performers reduced over time. It is due to supervisors who received evaluation were no more likely to improve performance than managers who did not receive feedback; people who gave themselves higher self-rating than the ratings their subordi...
Rating bias (Ilgen, Barnes-Farrell, & McKellin, 1993) that can be further categorized into ratee-centric bias (when one person evaluates the other person); rater-centric bias (when the person being evaluated deliberately influences the rater’s judgment); system-centric bias (when "erratic judgment" occurs because of flawed rating scales) and gender-based bias (Varma & Stroh, 2001) are the most common ways of bias to occur (Pesta et al , 2005). Additionally, managerial bias (Latham et al, 2008) where employees face issues like grade inflation, bell curve grading, benchmarking along with no clear indication of what the employee actually lacks causes distress between employees and sometimes worsens relationships by promoting unhealthy competition (Beck et al, 2014). Moreover, not only are these ranking irrelevant to objectives of conduction by reflecting biases but they even impact material morale and satisfaction. Not so surprisingly, 95 percent of managers reflected on ratings being inflexible and 90 percent of HR professionals agreed that such ratings did not provide accurate insights on employee performance either in the pst or in the near future (Sutton, Baldwin, Wood & Hoffman,
Performance appraisal is perceived by most as a tool to reward or penalize employees for their good or bad work respectively by the end of a year. This notion is a challenge in itself to deal with. The whole exercise becomes dull for both supervisors and their subordinates and they tend to look at it as an additional responsibility which they have to finish. In the end, there is little or no value addition for either the employee or the organization. There are, however, better ways of looking at and conducting performance appraisals. It can give much needed feedback to both performers and laggards to improve upon and if done properly can even boost their motivation. More importantly, they provide a chance to employees to have a say in their goal setting and thus aligning it with the departmental and organizational goals. Also, the process itself has a value in team making.
Performance management: changing behavior that drives organizational effectiveness (4th ed.). Atlanta, GA: Performance Management Publications. Larry L. Axline., (1996). The ethics of performance appraisal.
Grubb, T. (2007). "Performance Appraisal Reappraised: It's Not All Positive." Journal of Human Resource Education. Vol. 1, (No. 1,): 1-22.
There are several reasons organizations initiate performance evaluations, however the standard purpose for performance evaluations is to discuss performance expectations; not only from the employers perspective but to engage in a formal collaboration where the employee and the manager are both able to provide feedback in a formal discourse. There are many different processes an organization should follow when developing its performance evaluation tool; in addition essential characteristics that must accompany an effective performance appraisal process. I will discuss in detail the intent of a performance evaluation, the process an organization should follow in using its performance evaluation tool, along with the characteristics of an effective
Human Resource Development (HRD) is often seen to be a central feature of SHRM. Discuss the role and importance of HRD in achieving SHRM organizational outcomes.
have more of a major effect on the company's health. Irving Burstiner was quoted in in The
Banner, D. K., Graber, J. M. (1985). Critical issues in performances appraisal. Journal of Management Development. Issue 4. Pp. 27-35.