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Relationship of culture in organisational performance
Theories on the relationship between organizational culture and performance
Theories on the relationship between organizational culture and performance
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My employer has a fairly structured approach to performance evaluations that starts with an annual performance agreement review that outlines the expectations of the position, then there is an unranked mid-year review that serves as a pulse check, and finally culminates with a performance evaluation graded against the performance agreement. Robbins & Judge (2009) outline a performance evaluation as focusing on three behavioral types that include: task performance, citizenship, and counter-productivity. The format provided by the authors has worked well for me when I have been tasked with conducting formal and informal performance evaluations, and when it comes to the formal year-end evaluation I always make sure that there are no surprises.
DiClemente (2013) stated, “Although no evaluation is perfect, evaluation research can have a high degree of rigor” (DiClemente, Salazar, & Crosby, 2013, pp. 298). The result of a high degree of rigor can lead to the utilization by program planners and policy experts which would in turn could impact public health policy and promotion practice (DiClemente et al., 2013). This is obtained by a step by step, all equally important, process in what is known as the “Nine Step Stairway to Effective Evaluation”.
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,
Hospitalization among adolescent females in an inpatient psychiatric unit is fairly common. However, little research has been done on the topic. This qualitative research proposal will examine the reasoning behind the effects hospitalization has on these adolescent females, between the ages of 12-18, after they spent some time at Chicago Lakeshore Hospital. Self-reporting, via interviews and questionnaires, from hospitalized adolescent girls will be the manner in which the data will be collected. Since the length of hospital stays may vary, questionnaires and interviews will be conducted upon discharge in order to keep procedure unanimous.. A general inductive approach will be used to assess data collected from patients.
Assessing the environment is the second part of step four in the strategic planning process. The organizational internal assessment is important in identifying the strengths and weaknesses of Brendel Elementary School. By providing an organizational assessment, the planning team can clarify the aspects that help in accomplish the mission and fulfill the mandates in the organization. This part of step four enriches the management information system (MIS) with more qualitative data in order to make MIS more effective. Moreover, the organizational assessment clarifies the organization’s competencies, distinctive competencies, and core competencies. (Bryson 2011, 166)
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
The group collaborative performance piece for CAPA1001 is essentially an illustration of how maladaptive behaviour can interfere and conflict with the social norms and social cohesion that share elements of time, place and space. The social experiments were conducted at the Ourimbah university campus, whereby some people were asked prior to social experimentation if they would like to participate, while others were not asked at all. This in turn enabled our project to receive a wider range of diversity in terms of reactions, and to assist the piece to be displayed as comical in the context as it was intended. The experiments included the use of whoopee cushions, stealing balls off pool tables while games where being played, randomly eating
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.
A terrible tragedy occurred on March 25, 1911. There was a devastating fire at the Asch Building. It took 146 lives of the 500 workers that reported for work that day. In fact, it was such a devastating disaster that up to that time, it was considered the worst workplace disaster. Who’s fault was it? Why did the fire occur? Many ask these questions, but none can be sure.
Section 1: The focus of many managers is most often on the wrong things. They focus on appraisal rather than planning. Performance appraisal is not performance management. Managers often focus on a one-way flow of words (manager to employee) rather than dialogue. Performance management and the end of the year appraisal are often seen as a necessary evil. They don’t realize that if carried out properly, performance management has the potential to fix many of the problems they’re facing.
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.
We should be aware that there is no such thing as a universally correct appraisal form. In some cases, a form may emphasize competencies and ignore results. This would be the case if the system adopted a behavior as opposed to results approach to measuring performance. In other words, the form may emphasize developmental issues and minimize, or even completely ignore, both behaviors and results. In such cases, the form would be used for developmental purposes only and not for administrative purposes.
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
...organizational annual pay and grading reviews, Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole. Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development.
Authentic assessment, though sometimes referred to as performance-based assessment is not a new idea, in fact its history dates back to the 1950’s. With more than half a century of debate on the subject in varying branches of thought, this paper will focus on a few of the key concepts of authentic assessment as seen through the lens of an artist. An investigation of the literature begins with a brief look at the historical concept of mastery as was practiced through the ancient system of patronage, workshops, and guilds. The discussion that follows will examine the theoretical thought on authentic assessment and the implications for practice.