case study o.b 1

TABLE OF CONTENT

1 INTRODUCTION

2 CONCLUSION

3 REFERENCE

CASE STUDY 7.1 : THE POLITICS OF PERFORMANCE APPRAISAL

INTRODUCTION

1) Based on your view of the objectives of performance evaluation, evaluate the perspectives about performance appraisal presented by the managers.

Perspectives through performance evaluation presented by the manager in connection with the case study answer is to motivate and reward their performance so that they get better. In addition, it uses a review process to do what is best for the people and departments. Furthermore, we need to know about the purpose of evaluating the performance of which is to provide information about the performance of the work ( Ella W. Van,2005). Few things are as provide the basis for the remuneration, including raises, promotions, transfers, layoffs, and so on. Next, identify high potential employees. The effectiveness of the employee selection procedure uses precision. In addition, evaluating training programs before. Stimulate improved performance. The developing ways to overcome obstacles and barriers performance. Identify training and development opportunities. Finally, for the evaluation purpose is to create supervisor - employee agreement on performance expectations. The general purpose of performance assessment which will be carried out differently in different cultures, such as those related to the frequency of any assessment conducted, who conducted them, and various other components.

Performance evaluations has several major purposes, a few include providing a basis for rewards and to evaluate previous training programs.(Ivancevich, Konopaske, Matteson) I believe the managers presented the flaws in the evaluation system. One of the flaws that ...

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...ense of completion, achievement, autonomy, and personal growth. An effective reward system would encourage the best performers to remain with the organization, while causing the poorer performers to leave. To accomplish this, the system must be perceived as equitable. Additionally, the reward system should minimize the incidence of absenteeism. Generally, absenteeism will be less if an employee feels that attendance will lead to more valued rewards and fewer negative consequences.

REFERENCE

1. David D. Van Fleet, Tim O. Peterson, and Ella W. Van Fleet, “Closing the Performance Feedback Gap with Expert Systems,” Academy of Management Executive 19, no. 3 (2005), pp. 38-53;

2. John M. Ivancevich, Robert Konopaske, and Michael T. Matteson, “Evaluation, Feedback, and Rewards,” Organizational Behavior and Management 9th ed, (2009), pp. 179-214;