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Review of literature on performance appraisal
Review of literature on performance appraisal
Review of literature on performance appraisal
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A. Employee performance evaluations and how they are handled can be important in influencing an employee’s behavior. In the scenario given, the manager evaluated the engineer on three criteria last year, friendliness, neatness of workspace, and attitude. These criteria are concerning because there is little that can be accurately measured. The criteria rely heavily on relationships and personal characteristics. The engineer is judged on friendliness and given a medium rating. The engineer is said to be standoffish with coworkers, even though the coworkers are playing practical jokes on the engineer. Secondly, the engineer is judged on neatness of workspace. The engineer is given a low-medium score due to clutter and piles of papers. Lastly, the engineer is judged on attitude where he is again given a low-medium score. This is due to his poor attitude towards coworkers and not paying close attention when the manager is speaking.
A1. In order to influence the engineer’s behavior the manager should be using the three most considered criteria in performance evaluations. These are individual task outcomes, behaviors, and traits. Individual task outcomes can be used to determine productivity, sales, revenue generated, accuracy, and anything under the employee’s control that can be measured. Behaviors are often evaluated when employees work as a team and it is difficult to distinguish individual performance. Behaviors evaluated may include promptness, leadership ability, volunteering, and number of sick days used. The last criteria often used in performance evaluations are traits. Traits are often evaluated even though they do not have much to do with the performance of the job itself. “Traits such as having a good attitude, showing ...
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...ores (Rivera).
G. In the given scenario, the manager should adopt a new performance evaluation system. He should use one consistent set of performance measurement across all employees. The manager should apply the most common criteria found in performance evaluations, individual task outcomes, behaviors, and traits. Also the manager should use the critical incidents method. This would allow the manager to address specific instances of effective and ineffective behavior which would allow the engineer to see what habits are desirable and which can be improved upon.
References
Rivera, E. (n.d.). 9 common errors in performance appraisals. Retrieved from http://www.ehow.com/list_6499538_9-common-errors-performance-appraisals.html
Robbins, S. P. & Judge, T. A., (2007). Organizational behavior. (12th ed.). Upper Saddle
River, NJ: Pearson Prentice Hall.
Many nursing experts believe that evaluation is the most crucial part of employee development. Debate the pros and cons of this statement and decide whether the statement is true. If it is not true, then what constitutes the most important part of employee development?
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,
The behavior-based information focuses on specific behaviors that lead to job success. Behavior appraisals tend to be based on job analysis, and they tend to be tailored for specific jobs. It requires the manager to evaluate the employee 's behavior that they have physically observed. Reliance on behaviors can also lead to an emphasis on processes underlying effective performance. Providing feedback about behaviors and processes can be instructive and useful because it can help employees to understand how to improve their performance. The results based for jobs in measurement are easy and obvious. Focusing on the results has the advantage of emphasizing the most objective measures of performance available. Results are usually tied to specific goals, which have added benefits. Feedback about the results is even more useful if it includes information on how to improve future performance. Metropolitan Bakery is constantly observing their employee 's which allows the managers to give performance information on the employee 's behavior. They also keep accounts of the good and bad customer feedback; as well as on punctuality, showing up and appearance which allows the managers to give performance information on employee 's
The performance appraisal system, In order to maintain productivity at its peak, employee performance and productivity were the keys to the company 's goal. Middle management (supervisors) maintained a "record-keeping duties". The employee performance evaluation was performed twice a year which focused on the criteria of quality, "dependability ideas and cooperation" and "output". Workers commitment to perform efficiently is highly practiced. Education policy has been a key to improved employees performance, thus, a welding school has been
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
In this paper I critically reflect on five different self-assessments: locus of control (LOC), emotional intelligence (EI), listening self-inventory, team member type and conflict management. Throughout my discussion, I focus on their correlations and apply the gathered information to my work-life experiences. I will also provide a systematic assessment of each of these questionnaires. This evaluation will address any possible weaknesses I had found within the tests and prepare my final conclusions based upon those final educated results.
The curve can accommodate only a few people at the top. For this, during performance appraisal, relative appraisal mechanisms are employed, wherein an employees’ performance is benchmarked against that of a group of people. When performance appraisals for an employee are done with respect to a group’s performance, biases can be formed about the group’s dominant behavioral characteristic and the employee’s assessment could be calibrated with respect to that
Next, you statistically determine which of these many traits your top performers and most impactful employees' exhibit that differentiates them from bottom performing and average employees.
Network Solutions, Inc. is a worldwide leader in hardware, software, and services essential to computer networking (Aguinis, 2013, p.31). In the past, this company has used over 50 different systems to measure performance management. Even with the large amounts of different systems to measure performance, only a fraction of employees were receiving performance reviews, and less than 5% of employees received the lowest category of ratings. Also, the organization had no recognition program for employees with a higher category of ratings. In addition to the lack of employees not receiving reviews, it was noticed in the organization that performance problems were not being addressed or resolved.
Assume you are the vice president of human resources at Eckel Industries and that you are aware that fine-tuning evaluations is a prevalent practice among Eckel managers. If you disagree with th...
Performance management is a great tool for both the employee as well as the organization. For the employee, it gives the employee a clear picture of his areas of improvement and helps him improve and grow. From the organization’s perspective, it lets them understand the potential they have in their employees and how to realize them. It helps them to analyze who are worthy of being held onto and whom to let go so that the organization grows. In all, an effective tool, if used in the correct manner by all the parties involved.
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
Organization is a group of people brought to gather to achieve specific goals. Goals can be achieved if team member are performing well. Performance is the results of activities given to the employees in an organization to be achieved within specific period of time. Evaluating the current performance of employees against past performances and organizational standards is known as Performance Appraisal (Dessler, 2005). Furthermore performance appraisal helps the company know how individual employees are performing and how to improve their performance thus improving the performance of the company (Grubb, 2007). A performance appraisal is propose in which the performance management system in an organizations set work goals, determine performance standards, provide performance feedback, determine training and development needs and distribute rewards as well as evaluating an employee’s job performance during a period of time. The performance of team member is much more than appraising individuals’ works, it is managing the business, so the performance of an employee is influences by the performance of an organization. It is target to achieve the best results for the planned strategic by managing activities of employees. There are many different opinions on the performance appraisals, some organizations do performance appraisals without any aim just follow others., where some organizations do performance appraisals to make sure they have a record of a piece of paper in the employee’s file – they are careless about do corrective action. But successful organizations understand the importance of combining performance appraisals into their performance management process and strategy plan as the success of any organizatio...
According to Chaneta (2014), job evaluation is the process of analyzing and assessing the relative worth of various jobs in an organization for the purpose of comparison and pay grading, and based on qualifications and skills required for a range of jobs. In other words, it forms the basis for pay and benefits negotiation. It helps to compensate employees accurately based on their job grades or values, and hence avoid issues of inequity and indifference at the workplace. To ensure effective job evaluation process, market-driven and job worth systems are largely used. While market-driven system is determined by the existing pay grade or structure in the opened market based on workforce demand and availability for particular positions, job-worth system depends on the value of the job or position to the organization. Both systems can be influenced by the external labor market and there become difficult for managers to apply as they would be torn between fulfilling internal and external demands. Another significant resemblance between market-driven and job worth systems is that they both require the same qualifications and other characteristics from the job performer as the basis for occupying a specific position. For instance, before HR practitioners decide on which system to use to determine Quality Specialist 's pay, they must make sure the potential worker has the job requirements and competencies to execute the job. One of the criteria for rewarding an employee is his or her ability to complete tasks in a proficient, productive, and effective way (Kaifi, Khanfar, Nafei, & Kaifi,