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The importance of setting goals
The importance of setting goals
Formal and informal appraisals and their importance to the performance management process
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Motivation is defined as “the desire to achieve a goal or a certain performance level” (Bauer & Erdogen, 2009, p.97). Motivation theories are useful tools that organizations can use to energize employees and foster a stimulating work environment. These theories are categorized as either content or process theories. Today, Bauer and Erdogen (2009) state that many organizations have applied motivation theories ,such as the goal setting theory and reinforcement theory, in order to modify their employees’ behavior in the workplace through goals and reward systems. According to the reinforcement theory, behavior that is rewarded is often repeated. As a result, many organizations have utilized this theory by tying rewards to performance (Bauer & Erdogen 2009). The goal setting theory which is used to improve performance through establishing objectives has been incorporated into daily practices by organizations such as Coca Cola, the Intel Corporation, and Microsoft Corporation. However, Bauer and Erdogen (2009) argue that simply setting goals alone does not motivate individuals .According to the goal-setting theory, goals need to be “specific, measurable, aggressive, realistic and time bound “to be effective (Bauer & Erdogen, 2009 p.129). Effective goals motivate employees because they give direction, energize people, provide challenges, and allow individuals to think outside of the box. However, Bauer and Erdogen (2009) believe that goals are only effective when employees receive feedback on their progress towards attaining them.
Thus, many organizations have developed performance appraisal systems to facilitate formal feedback to their employees about their progress. Goal attainment is tied to rewards such as bonuses, pay raises ,an...
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...An example of this is the use of performance appraisal system. Performance appraisals are useful tool to motivate employees. However, it is important that managers acquire the necessary skills to conduct effective performance appraisal interviews.
Works Cited
Bauer, T. & Erdrogen ,B. (2009). Organizational behavior. Nyjack, NJ: Flat World Knowledge Inc.
Fallon, L. F. & McConnell, C. R (2007). Human resource management in health care: Principles and practice. Sudbury, MA: Jones and Bartlett.
McConnell, C. R. (2006). Umiker management skills for the new health care supervisor (4th ed.). Sudbury, MA: Jones and Bartlett Publishers
Nickols, F. (2007). Performance appraisal. Journal for Quality & Participation, 30(1), 13-16. Retrieved from EBSCOhost.
Segal, J. A. (2011). The dirty dozen performance appraisal errors. BusinessWeek.com, 2. Retrieved from EBSCOhost
McConnell, C, R. (2006). Umiker management skills for the new health care supervisor (4th ed.). Sudbury, MA: Jones and Bartlett Publishers
Miller, C. E., & Thornton, C. L. (2006). How Accurate Are Your Performance Appraisals? Public Personnel Management, 35(2), 153-162.
Halo has traditionally been considered a serious problem for the effectiveness of an appraisal system. Cleveland, Murphy, and Williams, (2009) organizations generally use performance evaluations to make some sort of decision about a worker and his job When evaluating a person, the organization attempts to measure the worker on several different criteria. In this way, the worker, with the help of the organization, is able to be aware of his strengths and can target areas for improvement. Halo eliminates the varian...
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,
In addition to feedback, goals have been found to be more effective when they are tied to employee evaluations. The results of employee evaluations typically carry great weight when it comes to raises, bonuses, and potential advancement. Tying these types of rewards to successful goal completion also improves performance and increases goal commitment among employees (House, 1971). Incorporating deadlines to specific goals is also attributed to elevated performance levels. The motivation levels of the employee increase to meet goals within set deadlines and receive positive feedback (Lunenburg, 2011). As organizations focus on employee satisfaction and motivation, goal setting will remain an important aspect of management practices. In today’s economy, organizations are competing for top talent and ensuring employee satisfaction among job tasks is an important piece of talent retention.
Tanyaturner (2013) Case 7-1 the Politics of Performance Appraisal Essay [online] available from [24 March 2014]
McConnell, C, R. (2006). Umiker management skills for the new health care supervisor (4th ed.). Sudbury, MA: Jones and Bartlett Publishers
Fred J. B. & Fottler, 2011.Fundamentals of Human Resources in Healthcare. Health Administrative Press, Chicago, Illinois. Print.
Theories of Motivation What is the motivation for this? According to the text, motivation is defined as a set of factors that activate, direct, and maintain behavior, usually toward a certain goal. Motivation is the energy that makes us do things; this is a result of our individual needs being satisfied so that we have inspiration to complete the mission. These needs vary from person to person as everybody has their individual needs to motivate themselves.
The author and his supporters have an incredibly resource full website that provides more information, over 1000 relevant articles, tools, assessments and more. You can dig in at www.performance-appraisals.org. No information, registration or costs required for this site.
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.
Finally, the timing of appraisals could be rectified by implementing quarterly performance appraisal instead of annual ones. Having managers meet with employees more frequently may enhance individual performance by giving employees the feedback they need to improve. Also, increased appraisal may result in more accurate evaluations because it is easier to recall specific performance indicators after 3 months versus after 12
Grubb, T. (2007). "Performance Appraisal Reappraised: It's Not All Positive." Journal of Human Resource Education. Vol. 1, (No. 1,): 1-22.
Although performance is a major objective at top organizations, successfully addressing poor performance is also a key focus. Although many employees feel or dread performance appraisals they are directed to enforce clarity with individual employees day-to-day work-load, performance appraisals develops responsibility while making employees accountable for performance expectations, reinforces future career planning, helps the organization with determining training needs, and provides a stem of documentation for legality purposes. Performance management in detail is much broader than many employers, and employees assume and necessitates so much more. Proficient appraisals should represent a summary of on-going dialogue. Focusing only on an annual performance evaluation leads to misrepresentation of the performance management process in its
Banner, D. K., Graber, J. M. (1985). Critical issues in performances appraisal. Journal of Management Development. Issue 4. Pp. 27-35.