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a research proposal on performance appraisal
a research proposal on performance appraisal
a research proposal on performance appraisal
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Inroduction
I became interested in this topic awhile back while I was receiving one of my annual reviews. I could not stop thinking about how difficult it must be for a supervisor to develop on a continual basis several individual reviews for large department and still be unique and objective review after review. It became even more apparent to me how little I knew about the process, when I was promoted into a coaching position and was allowed to begin giving input on my team member¡¦s performance reviews.
Although I have no complaints about the current review process in my company, I often wonder if there is not a better or easier way to go about the process. So my question is: What, if any, are the alternatives? In this paper, I will review the aspects of the traditional performance appraisal, the 3600 degree performance review and Debundling, an alternative approach to the traditional performance appraisal proposed by Peter R. Scholtes in The Leader¡¦s Handbook, in an attempt to build the better performance appraisal.
The Traditional Performance Appraisal
Most often the performance appraisal for employees is conducted once a year and traditionally is a backward looking event. The process is based on a rating system and sums up what has been discussed and accomplished throughout the previous 12 months. The purpose is to give an employee opportunities in areas that need to be further developed. Performance appraisal for evaluation using the traditional approach serves the following purposes: (Grote, p. 4-5)
„Ï Promotion, separation and transfer decisions
„Ï Feedback to employees about their performance
„Ï Evaluations of relative contributions made by the individuals
„Ï Criteria for evaluating the effectiveness of selection and placement decisions
„Ï Reward decisions, including merit increases, promotions and other rewards
„Ï Determining training and development needs
However, there are a few flaws in the traditional approach to performance appraisal. Some of these are:
„Ï It is primarily concerned with past 12 months history rather than looking forward to future goals
„Ï The appraisal is usually tied to the employees salary revi...
... middle of paper ...
...possibly utilizing, a combination of the traditional and the 3600 peer review would give a better insight to my performance and help my supervisor develop further training for myself and our department. I do believe however, that the 3600 peer review process would not be effective for all positions within an organization and could be damaging to a person if not handled properly. Although Scholtes offers an insightful alternative to the review process, I do not believe this is a theory many organizations or employees will embrace. I do believe however, that his theories will offer alternatives and allow supervisors to gain a better understanding into the human psyche, which would allow them the opportunity to manage more effectively.
References
Grote, D. (2002). The performance appraisal question and answer book:
A survival guide for Managers. New York: AMACOM
Peiperl, M.A. (2005). Getting 360-degree feedback right. Harvard Business Review on Appraising Employee Performance. (pgs. 69-83). Boston: Harvard Business School Publishing
Scholtes, P.R. (1998). The Leaders Handbook: A guide to inspiring your people and managing the daily workflow. (pgs. 293-360). New York: McGraw-Hill
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,
With performance appraisals becoming the new norm, their importance has grown, and they have become a way to evaluate candidates for job promotions and who gets saved during layoffs. Many different factors go into assessing and performing a performance appraisal; the first one is deciding at what level you need to start evaluating for a performance appraisal. The second factor to take into account is how do you measure your appraisal? Do you differentiate by candidate or who does more and how fast they do it?
Performance appraisal in most organizations is perceived as a critical human resource management function. It is believed that a well-designed and implemented performance appraisal system can offer the employee, the supervisor, and the organization several benefits, such as providing supervisors a useful communication instrument for the employee goal setting and performance planning, increasing employee
Performance appraisal is one of the most important key for the human resources department. It helps organization to determine career objectives, and making strategies to reach the objective and use all the potential. These strategies are based on career counseling, succession planning, training needs, and individual abilities. Also, by the feedback, employees became more encouraged to increase their performances, and supervisors have more pressure to be successful because of ratings. Employees can follow increase or decrease in their performances, and realize their strengths and weakness with the historical feedback.
Performance Appraisals are integrative assessment tools which are advantageous to organizational effectiveness. The administrators of the performance appraisals usually are managers or human resource professionals. Making sure the appraisal tool is valid, reliable, standardized, and appropriate for the position is only part of the process. Unfortunately it’s not uncommon for employees to be in the dark regarding their performance, or areas of weakness, if a lack of communication exists. The ability to be proactive with one’s employees is where I feel the success lies. “Research shows that managers with poor communication or interpersonal skills are often the downfall of a company's otherwise sound performance management program (“Setting up a performance management system”, 1999). Communication skills are of high importance when communicating scoring results and giving constructive feedback. When constructive feedback is handled professionally and with empathy, employees build trust and are more eager to improve on areas of weakness. Training, workshops, and shadowing others can help with both weaknesses and strengths. The performance appraisal tool can provide insight into strengths that can be of importance to the organization. Strengths can be honed in on, and often an employee can be an asset within another position or department within the organization.
The 360-degree feedback or multi sources feedback is assessment, which comes from other employees. This feedback contains direct and indirect information from managers, colleagues, subordinates as well as self-evaluation data. Also, it includes other external sources such as customers and suppliers reports. The 360-degree feedback plays a significant role to help workers develop their performance. Human resources professionals are increasingly using this assessment. The main propose of the 360 feedback is to encourage employees to seek out information about their performance, skills and working relations. The origin of 360-feedback came from the German military during World War II. They started using multiple sources in order to evaluate officer’s performance (Thornton, 2014). In this paper, I am going to explore some key principles and actions that can help a manager increase their 360-degree feedback ratings. The paper will identify manager perspective of job performance, environmental factors influencing employee review of managers, and perspective of customers and suppliers satisfaction. Also, actions will be suggested for affective applications of the principles.
Allan, P. (1994). Designing and implementing an effective performance appraisal system. Review Of Business, 16(2), 3.
Performance evaluation process is one of the processes that can help an organization attain its goals in the most effective way. However, this is one of the processes that is hated most by not only employees, but also managers. Most managers have gone even a further step to ensure that this process is abolished in their organizations. Studies have shown that most managers would also wish that this process is abolished in most organizations because they find is useless or it takes much of their time. Research has also shown that this process reveals some weaknesses that the managers have, so this is why they do not like it at all (Schraeder & Portis, 2007). Here are some of the reasons why some managers hate the performance evaluation process.
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.
In summary, appraisal forms are the key instruments used to measure performance. Care and attention are required to ensure that the forms include all the necessary components. More importantly, it is important to remember that one size does not fit all and different components are appropriate based on the purposes of the appraisal. (Aguinis, 2009, p. 143)
Rusli Ahmad, 2007 cited by Ahmad & Bujang, 2013, Journal: Issues and challenges in the practice of performance appraisal activities in the 21st century
In this paper they discussed 360 feedback of a Romanian company. It talked about different sources of evaluating human resource performance. It also talked about different types of performances like contextual performance, task performance, adaptive performance etc. Feedback is an important tool that people at work give to an employee regarding his/her performance to improve his/her good performance and correct poor behaviour. It is up to recipient whether to accept it or reject it. Major source of feedback is from managers as they establish performance objectives. Two types of performance evaluation methods were considered here. They are Classical and Multi-Source feedback.
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
Grubb, T. (2007). "Performance Appraisal Reappraised: It's Not All Positive." Journal of Human Resource Education. Vol. 1, (No. 1,): 1-22.
Banner, D. K., Graber, J. M. (1985). Critical issues in performances appraisal. Journal of Management Development. Issue 4. Pp. 27-35.