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...
... middle of paper ...
... 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
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
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.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
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
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Based on your view of the objectives of performance evaluation, evaluate the perspectives about performance appraisal presented by the managers.
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
Performance Appraisals unfortunately are often seen as a time consuming hassle to managers and human resource professionals. They are frequently unaware of the benefits they provide if devised and assessed properly. In order to meet department goals and maintain the vision of the organization, they must know where the employees stand in their performance. When uti...
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.
Tracey, W. R. (1994). Human resources management & development handbook. Amacom books. Retrieved from EBSCOhost.
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.
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
The performance method can be used to evaluate the effectiveness of employee at work through performance appraisals