There is a purpose in doing performance evaluations, in which it helps management make general human resource decisions. Performance evaluations provide input to help make important decisions such as promotions, transfers and even terminations. Also, could help to identify training and developments they need, as well help develop programs and providing feedback to employees on how they performed on their review. Performance evaluation can help to see who will get merit pay increases and other rewards.
In the scenario, I have three concerns about the evaluation that our manager is using. The first concern is the three items that they used to evaluate, friendliness, neatness and attitude, which are not in itself a dreadful start, but the manager needs to go further. These three items are weak only because the manager has done them, and it is the managers own bias opinion. When the manager is evaluating these three areas, a more suitable method of evaluating would be to ask others that work with the engineer personally. This brings me to my secondary concern; having only the manager evaluating the engineer is not applicable either. Because there is no one qualified to evaluate the engineer, the right thing would be to use the 360-degree method. By using a 360-degree evaluation, this would make a more accurate evaluation. In our scenario, the engineers’ performance would be done by other people who have dealt with him, this is including outside sources. The third concern is that because the preceding evaluation went bad with the engineer that the manager might back out in giving the engineer his evaluation. This is very important for the engineer to receive this feedback to help him improve.
Since the performance evaluatio...
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... in our scenario; the manager is reluctant to give the evaluation because the engineer became very angry with the results on the preceding review. The best solution to this in our scenario is not to ignore it, but to train the manager to be competent to conduct constructive feedback.
Performance evaluations are very important and with the proper training, and the best method, giving an evaluation does not have to be painful.
Works Cited
Robbins, S. P. & Judge, T. A., (2007). Human Resource Policies and Practices. Organizational Behavior (12th ed.) (pp. 618-626). Upper Saddle River, NJ: Pearson Prentice Hall.
North, Archer (2010). Common Mistakes. Performance-Appraisal. Retrieved from http://www.performance-appraisal.com/mistakes.htm
North, Archer (2010). Bias Effects. Performance-Appraisal. Retrieved from http://www.performance-appraisal.com/bias.htm
The innovative approach to employee reviews provided by Martinez creates a positive way to evaluate employees’ strengths and weaknesses. The process promotes open conversations, enhanced by the Socratic Method, to generate enthusiasm in both the manager and the subordinate. The fear of negative reactions becomes almost nonexistent because of the collaborative dialogue. Martinez successfully created a performance evaluation system that takes the dread out of employee evaluations.
Evaluation can be crucial part of employee development, it let employee know where they are currently and where they can improve and it outlines what is expected. This can give a sense of purpose. Some of the cons are they that if they are not done appropriately or too generalized it can make the employee feel lost an unfulfilled. You can make it so the goals are basically unachievable giving a sense of powerlessness. I don’t believe this statement is completely true, I believe
Performance appraisals are used administratively whenever they are the basis for a decision about the employee’s work conditions, including promotions, terminations, and rewards. (Gomez-Mejia, 2012, p.223). Performance appraisals compare work performed against measurable objectives that the employee and supervisor agreed to at the beginning of the appraisal period (smallbusiness.chron.com). If the employee does not meet the objectives as agreed upon, this may have a downstream effect on their salary, chances for advancement, and it could lead to termination. The manager plays a critical role in the administrative process of the performance appraisal. When the manager conducts the performance appraisal, it must be thorough, accurate and performed on a timely basis. In a situation where the employee is terminated due to their appraisal and rating, the business might find itself having to defend its validity.
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
The current evaluation has review items of friendliness, neatness, and attitude. The criteria may be useful in another style of business, such as a service sector worker, but is unfair to the review of all the employees in a manufacturing facility. If a change is made to use the three most commonly used criteria, the review would focus on traits, behavior, and ability and knowledge it would create a more even approach to reviewing performance of the engineer and all other staff.
Apart from graphic rating, an employee’s performance may be evaluated through the use of a checklist created by the manager in the organization. The checklist in this regard contains a record of the employees past and current performance. The highs and lows of the employees are then evaluated before the employee is rated overall. In this regard then, it is possible to come up with an absolute rating system that does not have to compare an employee with others within the
Performance feedback is considered very important tool in the performance management system, as it aims to not only improve performance but to also provide motivation for those receiving it. As a result, it will eventually help the receiver’s of such feedback acquire job satisf...
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).
In most organizations, managers are left alone to gather the information required to carry out performance evaluation. They have to keep track of what each employee has done, their level of performance and other factors affecting their performance. There is high levels of anxiety level for most managers as they have to consider how to rate their employees consistently and fairly. The managers view performance evaluation as a burden to them.
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.
Criticism is an inevitable part of life but one should know the right way to handle it. Managers are taking out time from their busy schedule to review employee’s performance indicates that they care and value their employee’s inputs. Managers wish to contribute to the growth and trajectory of their employee’s career. Feedback is not about personal attacks, it is about improvement. For more happiness at work, it seems to be essential to listen to what the boss has to say and switch off the defense mechanisms.
13). Youssef (2015) identified several common bias such as, “Stereotyping, halo effect, availability, self-fulfilling prophecies, and fundamental attribution error” (p. 161). Each of these bias have negative effects and managers should make every attempt to keep evaluations fair, valid and reliable. There are also intentional bias that managers use such as manipulating employees rating making them stringent or lenient, and deliberately under evaluating employ¬ees to put pressure on them to work harder, teach them a lesson, or create evidence justifying subse¬quently laying them off (Youssef, 2015, sec 6.6, p. 162). The overwhelming consensus among researchers suggests that the less the errors and bias in performance appraisal, the better employee performance and satisfaction and efficiency of the evaluation system (Javidmehr & Ebrahimpour,
Performance appraisals although supervisors and employees alike may dismay the appraisal, they may consider that by categorizing how well their work is completed when compared to the employer’s expectations. An achievement appraisal duty is to discuss problems and deficiencies that should be done before they get too serious. Likewise, employee performances valuable of praise should be acknowledged to strengthen the indisputable demeanor and
The performance method can be used to evaluate the effectiveness of employee at work through performance appraisals
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