MGMT-case

Abstract

This highlights key issues faced in appraising the performance of employees in the modern human resource activities . The solutions provided are logical and attempt to utilize concepts of human resource management . The attempts to create a bridge between the theory and practice of human resource management as applied to performance appraisals . The is formatted in this manner each issue is identified and solutions are proposed right next to it

Issues of Performance Appraisals

Introduction

Performance appraisal refers to the process , where in , an organization measures the performance of

its employees against the performance or productivity standards set by it . For instance , an organization might review employees on the basis of the number of projects completed , goals achieved or sales targets met . Therefore , performance standards of one organization might be different from those of another . This further pinpoints the importance of performance appraisals in truly reflecting and impartially evaluating the performance of employees . A good performance appraisal will motivate employees and point out problematic areas . Whereas , a bad performance appraisal will be a waste of resources for any organization

Issues and Solutions

Many organizations have trouble identifying the key areas that a performance appraisal has to address . They do not know , what they are trying to accomplish through a performance appraisal or how it will help them in employee evaluation . This can be established using the example of 360-degree feedback . Typical mistakes organizations make are rushing into 360-degree appraisals without a clear idea of what they want them to achieve (McCurry

(1999 . New angle on 360-degree feedback . Director , 53 ,

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Furthermore , organizations tend to use one particular tool in isolation which does not yield reliable results . This should not be put into practice because one tool may not satisfy all the requirements of appraising . Moreover , appraisals need to take into account a comprehensive picture of performance . Using one particular tool can create a pigeon-hole view of what otherwise needed to be a holistic view of performance appraising . Ideally , an organization should know exactly what each tool can deliver , and use a combination of tools to assess different competencies . Organizations must assess pros and cons of different tools and handpick tools that suit their needs . Some tools that can be used are graphic rating scale , Behaviorally Anchored Rating Scales , alternation ranking , forced distribution method , critical incident method , management by objectives and 360-degree feedback (cited in Dessler , 2006

Some organizations might use certain tools of conducting performance appraisals just because they are being followed in the industry . This again produces a serious loop hole in the entire process of conducting performance appraisals . Every organization has its own structure , and culture that defines it . Although industry best practices might exist even for performance appraisals , however , the same tool is not necessarily applicable to all organizations . For instance , Andrew Forrest implies if an organization 's culture is characterized by bureaucratic hierarchies , and does not foster communication , then conducting a 360-degree feedback will be pointless in such an organization (cited...