Appropriate Approach for Performance Appraisal
Kudler Foods deals with the supply of both domestic and imported foods. The food store comprise of five departments with specialized classification of skills and competencies. In order to develop and meet the major requirements of an organisation, managers should design an assessment form designed to evaluate employee’s performance regarding their level of understanding and the quality of their work. According to Cromwell & Kolb (2004, p. 71-100) an annual performance appraisal is a management system that enables managers to set management objectives, processes and practices that ensure effective management, motivation and development of every member of the team.
Performance appraisals build effective habits among members such as employees are able to clearly understand the organisational goals and identifying the best way forward to meeting these goals. Managers ensure that they evaluate the best process that will improve the performance output of the employees. Performance appraisals are effective since they mould individuals to become better and professional people in an organisation. On the other hand, appraisals tend to be very sensitive to personal employee issues. Sanchez & Levine (2009, p. 60) describes that the performance appraisal process evaluates the performance of a particular employee over a given period say six or three months. It may also show an annual report card of how an employee has been performing during that year.
Kudler Foods has introduced new methods of using the compensation strategy as a way of meeting their strategic objectives. The compensation strategy will be in line with various positions in the organization which incl...
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...pecific job. Job analysis helps in effective implementation of management policies in all areas of the organization (Cromwell & Kolb, 2004, p. 80).
Baldwin, .T & Ford, K. (2001). Transfer of training: A review and directions for future research. Personnel psychology, 41(1): 63-105.
Cromwell, S. & Kolb, J. (2004). An examination of work-environment support factors affecting transfer of supervisory skills training to the work place. Human Resource Development Quarterly, 15(4): 71- 100.
Kochanski, J. & Ruse, D. (1999). Designing a competency-based human resources organization. Human Resource Management, 35(4): 19-34.
Sanchez, J. & Levine, E. (2009). What is the difference between competency modeling and
traditional job analysis? Human Resource Management Review, 19(2): 53–63.
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