1.0 Introduction Human resources management is getting more important nowadays as it helps company to accomplish their target, and achieve sustainability and competitive advantage. According to many researchers, most of the successful companies in 21 century are the one who focused on the development of integrated human resource system. Human Resource Management focuses on personnel related areas such as job design, resource planning, performance management system, recruitment, selection, compensations and employee relations (Marquardt 2004, p.2). Kumar’s 2005 study (cited Newstrom and Davis, 1993) show that a generation ago, appraisal systems tended to emphasize employee traits, efficiencies and capabilities. With the development of the employee/organization …show more content…
The first recorded appraisal system in industry was Robert Owen’s use of character books and blocks in New Lanark mills in Scotland around 1800. The character book recorded each worker’s daily report. The character blocks have different colour on each side to represent the performance of the worker ranging from bad to good. Besides, the character blocks were displayed in each employee’s workplace (Cardy & Dobbins, 1994). The social environment around organizations today has changed considerably since Owen developed his system. Although most organizations have standardized control systems for managing other types of resources and monitor their use, the system for managing human resources has been typically neither a standardized nor a generally accepted part of organizational life. 2.0 Performance Appraisal …show more content…
Base on Malcolm and Jackson (2002), there is three main purpose of appraisal. First is to measure the extent to which an individual may be awarded a salary increase compared with his or her peers. This is the reward review component. Second, performance review, is to identify any training needs and, if needed, to provide training and development to enable an individual to help the organization to achieve its objectives. Finally, potential review where appraisal is used in reviewing the potential of an employee by attempting to predict work that the employee may be capable of in the
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,
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
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
...izations tuned to success in the 21st century know they will be operating in a shifting environment. They are well aware that information both individual and organizational will be a key success area. In this area of continuous change, 360° feedback becomes an invaluable tool to not only stay current, but to always grow the cutting edge of the skills needed to thrive. 360° feedback can also be a quick and easy way of conducting training needs requirement. By keeping track of the skills needed and the proficiency levels shown, training departments can rapidly and accurately examine the subject, content, and frequency of their program curriculum. What used to take days can now be done in hours. Perhaps more than any other tool, 360° feedback promotes continuous learning and growth because it is designed and intended for repeated, not single, use (Martınez. 2007).
First, how does the 360-feedback improve job performance from the managers perspective? It helps mangers understand their performance based on the organization mission; it will encourage them to increase their efficiency. Also, it clarifies what they do to accomplish the strategic plan and goals. There are several factors that may improve manager’s job performance. Managers learn from their mistakes. All mangers have different assumptions about how to lead and manage employee. Antonioni (1996) discussed how human resources professionals use the 360 appraisals to o...
...t. This method would allow upper management to see the feedback as well as the success of the program and the improvements that can be made for the next training program. (Noe, 2013)
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.
Banner, D. K., Graber, J. M. (1985). Critical issues in performances appraisal. Journal of Management Development. Issue 4. Pp. 27-35.
Possibly an unpleasant management practice, the performance appraisal is a critical factor in measuring organizational performance (Prasad, Vaidya, & Rao, 2016). Performance appraisals create greater awareness of negative performance behaviors, negative traits, areas for improvement, expectations, and goals. Conceivably, a proper employee performance appraisal could have corrected Ben Renefro’s and Jackie Callahan’s negative behaviors and substandard performance, or at least documented it. As a Production Supervisor, Dave Bradshaw’s inaction or inadequate performance appraisals broke the link between employee performance and consequences.
The literature review was described about the history, definition, purpose and the process of performance appraisal system that applied in the organization. Performance appraisal system in an essential tool that used in Human Resource Department to integrate both administrative in decision making as well as the development of employee job performance at workplace. It may give a large impact of employee satisfaction with the appraisal system being practiced in the organization which in turn impacts how the employee feels towards on his or her organization. So, the researcher found that employee is an important role play in this system. This review also defined an employee satisfaction and it’s relation with performance appraisal system in an organization.
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.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)