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A Critical Examination of Performance Appraisals: An Organization's Friend or Foe
Motivating employees chapter 12
Importances of performance appraisals to organisation
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Warren Oats was a highly successful employee for American Auto Suppliers, a Chicago-based company that makes original-equipment specialty parts for Ford, GM, and Chrysler. Because of his excellent performance as a maintenance engineer, Oats was promoted to a high executive position supervising a division of more than fifty staff distributed in different locations.
Oats was confused. He has tremendous experience as a an engineer but non as a manager, sitting in his office thinking about his new managerial responsibilities, he came to the conclusion that the key issue is the question of how to push the employees to work harder, increase their input and record new successes for him and the company.
Oats thought that what had helped him to be a successful employee and to get promoted is his way of doing things. So he determined to lead the staff to adopt that way. He started by introducing new rules and regulation that would change the culture of the division so that employees follow his steps in accomplishing their tasks. He announced new monetary incentives for more productivity. He re-designed the work flow, reformulated work groups, and changed a number of operational procedures. He also canceled the idea program that was going on because he believed that it is not needed as he had all the successful ideas that led him to his promotion.
With the desire to succeed, Oats instructed his first-line supervisors to monitor their employees and to eliminate all inactive time; in addition he asked them to identify those who would not be obedient to the new way of working. He also decided to cancel the previously scheduled monthly meeting with all the groups.
All in all, Oats thought, things should be going much better. Output should be up and that his approach should be resulting in much higher levels of productivity and profits and consequently an addition successful story for him as an employee.
But that was not happening. Oats sensed that people weren’t doing their best. Performance reports indicated that output was only marginally higher than it was before his appointment. But the Human resources department of the company started to notices that absenteeism and sick leaves rates gone up, turnover had increased substantially and recruitment, selection of new staff, and training costs had gone up as a result.
The management decided to deal with the situation and conducted an investigation.
... Chet, as Plant Manager, to operate more efficiently, the change must be implemented to empower employees to make their own decisions and feel confident in doing their work without constant assurance. Every employee and supervisor must be retrained so they are clear on their job description and their responsibilities. Chet will have more time to work on his own projects and feel like an effective Plant Manager at the end of each workday. This change will increase the plant's productivity and the entire staff's satisfaction and development. The important part of instilling the change is to make it transparent to all the members of the organization, ensure they embrace the change, offer and receive frequent feedback from employees, practice effective communication to all the members, and conduct performance appraisals to ensure productivity is meeting company standards.
...he company which suggests that if you examine managerial styles and work to improve employee satisfaction there will be a correlational increase in productivity and retention. It suggests that perhaps people leave companies not because they are unsatisfied with their work or pay, but rather, because they are unsatisfied with their manager. While this idea might seem brash, it is a significant point being made that suggests that in order to see improvement you need to revamp a program or company from the top. Having worked as both an entry level worker and a managerial supervisor, I can testify to the importance of manager support, appreciation, and feedback and how this impacts your role in the company. Seeking out the strengths in employees, though it seems so obvious in theory, is a revolutionary way to transform the work environment and employee morale.
A cornerstone characteristic among those that have been successful in the society is that during times of stress and pressure, they still show that they are in control of things regardless of the issues that may or may not be within their control. In and during times of pressure, a successful leader inspires the rest of the workforce, people who on many occasions could have lost their faith in the cause because of the pressure. During such times, action is taken by a leader, a leader wouldn’t just sit back and watch as things go wrong while they are capable of making or bringing about changes that are crucial to restore order and productivity. In order for the leader to be effective in this area, they must be capable of properly conducting an assessment of a given situation before they take action. The results of the assessment should primarily provide guidance on the most feasible and effective course of action that the leader should consider taking (Collins, and Porras, 25-7).
When the Theory Y is focused the organization can do wonders to the employee motivational energy by,
Mr. Nardelli could have spent more time demonstrating why the changes were necessary and why the urgency. Taking a look at the communication strategies (discussed later in this paper), there appeared to have been a great deal of one way communication, but less collaboration and some employees could have felt their opinions did not matter. As such, not everyone agreed with the changes, however, he did place a sense of urgency.
Over time, this dull pain can erode the self-confidence and passion of even the strongest people, which in turn, affects their spouses and children and friends in subtle but profound ways… Though it may be difficult to quantify, the dissatisfaction of employees has a direct impact on productivity, turnover, and morale, all of which eventually hit a company’s bottom line hard,” (p. ix –
...o the job as the other previous CEO’s of this company except he was someone who wanted to focus on employment development.
Workers were curious about the financial statements and enjoyed the “brain food” courses. This is all what we like to call “fool’s gold” because problems began showing up at end of the year. Unfortunately, it turns out that many objectives were not met, lack of communication showed up, and employees began blaming one another.
Management noticed the increased absenteeism levels were starting to have an effect on plant productivity.
...vior. Penner et al., (1997) also found that the various intrinsic and extrinsic motive of the employee drive them for OCB.
The comments and scores indicate staff is unhappy with office communication. Currently, he communicates any problems he feels need to change. Also he does not like e-communication or meetings.
The relationship between employer and employees plays a pivotal role in the performance of the organization. Employers and employees have certain responsibilities towards each other which facilitate a fair and productive workplace. Positive work relationships create a cooperative climate with effort towards the same goals. Conflict, on the other hand, is likely to divert attention away from organizational performance.
The continuing influence of the founders of the company, James Lincoln created the Advisory Board Committee which allowed them to meet twice in a monthly basis to discuss company operations. This was the beginning of a series of personnel innovative policies which helped the company to distinguish from its contemporaries. As the incentive management plan has been established,
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
“Business productivity is dependent on employee job satisfaction”. When an employee feels satisfied, secure and trust the employer, they work harder which will enhance the business productivity (Philip, 1958). Moreover, when the employee feels respected, admired, and appreciated by their employers, they will produce productive work which will generate high profit and revenue and hence less turnover (Kalim, Syed & Muahmmad,