The Folly of Rewarding a While Hoping for B

An appraisal is one of the most commonly used methods of formal assessment and is used to evaluate and assess the performance of an employee against agreed targets and objectives, with the aim of improving employee performance. Where an employee has been able to achieve their targets, the appraisal can be used to recognise successes. This often helps to increase an employee’s confidence and motivation and can lead to better organisational performance. Many organisations will use the outcomes of an appraisal to identify potential candidates for promotions or even an increase in pay. At the same time, an appraisal meeting may include discussions on underperformance, identifying why this has occurred and how this can be avoided in the future.

An effective performance appraisal system strives for as much precision in defining and measuring performance dimensions as is feasible. Some of the major problems with the Darby appraisal system are:

Within my setting a process we use to monitor, evaluate the performance of individuals and teams is appraisals. “All contracted staff should receive some sort of appraisal with their line manager” Daly M el al (2004 p.2070). Appraisals are good process for both managers and the staff team to openly discuss performances and quality of production and output at work. “Appraisals are regular meetings between employers and subordinate, providing a non-threatening routine occasion when work standards cam be discussed and suggestions for improvement can be jointly decided”. Sadek and Sadek (2004 p.134). To carry out a successful appraisal there is a few stages to make sure that all the correct

For many people pay is still a prime motivator. For example, within Kellogg’s many employees are motivated by cash alternatives which include the opportunity to buy and sell their holiday days. Taylor’s theory breaks down jobs into components or specialist tasks through the division of labour. This especially applies to production processes within large companies like Kellogg's. These rewards can help to increase productivity and profitability. The danger with this is that individuals are simply focused on output to get rewards so quality might suffer as a result of employees rushing to do the job.

In an interview with Doug Conant, former President and CEO of Campell Soup Company, he stated “to win in the marketplace, you must first win in the workplace” (Robison, 2010). Being successful in the workplace means much more than having the personnel to perform the day-to-day job duties to make the company profitable. It means to engage and make employees feel valued, something that was not always embraced by corporate America, especially in states such as Arizona and other “right to work” states. Slowly corporations are realizing in order to attract and keep talent, there must be value beyond the paycheck for today’s worker. Although offering compensation beyond the monetary aspect is another expense for a company to carry on their profit and loss statement, the pay-off in employee commitment is well worth the investment.

The rewards that employees receive should partially dependent on their innovation on the job. Instead of just increasing their job responsibilities if they are performing well in their job, their supervisor should also give them special recognition if their work performance is especially

“Effective reward management is critical to organizational performance.” Effective reward management, as a system, is the most powerful tool available to reinforce organizational values and translate them into employee actions (read behavior). Here, the ‘organization’ does not only refer to a business structure, but any institution (or activity) that involves people working together, and requires their voluntary contributions in order to operate successfully. Whether it is a school, a hospital, an NGO, a government agency, a political party, or a religious foundation, all require a matrix through which the performance of its individual members can

In order for the design and administration of a performance appraisal system; to be effective; managers and employees must communicate on a regular basis. Allan and Rosenberg (1981) stated, “Performance appraisal system plays a number of roles in an organization that’s geared towards achieving the company’s goals and mission. Beginning at the corporate level, values, behaviors, and goals should be identified; these must support the company’s strategic mission and promote the success of the business. The basic purpose of performance appraisal system involves two parts, (1) an evaluation system, the evaluation

In my essay, I will critically assess the role of Performance Management and the reward system in organisations toward the employees and the business as a whole and outline the various types of reward and their advantages and disadvantages.

According to Kehoe and Wright (2013) the reward frameworks are exceptionally pivotal for an organisation and it entails frameworks, projects, and practices that affect the activities of people. The motivation behind rewards frameworks is that it provides a methodical method to convey positive outcomes. The reason of this system is to give a positive outcome for contribution to deliver constructive execution.

Reward Management (RM) has been defined as the distribution of monetary and non-monetary rewards to employees in an effort to align the interests of the employees, the organisation, and its shareholders (O 'Neil, 1998). In addition O 'Neil (1998) also suggests that a RM system can serve the purpose of attracting prospective job applicants, retaining valuable employees, motivating employees, ensuring legal requirements relating to direct and indirect rewards are not violated, assisting the company in achieving human resource and business objectives, and ultimately assisting the organisation in obtaining a competitive advantage.

An organisation’s output is highly dependent on its workforce’s skills, experience, and level of motivation. In order to attract and retain highly skilled workers, organisations have traditionally used higher wages. This practice is supported by the Efficiency Wage Theory, which argues that firms have high chances of benefiting if they pay their personnel wages above the equilibrium wage in the labour market (Mankiw 2014, p. 425). But in order to continue to motivate their employees, most organisations implement reward programs such as pay for performance – merit pay – in the hope that their workforce will feel appreciated to continue exerting effort in their work (Hellriegel & Slocum 2008, p. 175). By motivating their employees, organisations forego the cost associated with job loss, they maintain their competitive advantage, and create a high performance culture.

A limited number of studies have addressed the idea of ‘strategic’ reward systems—the matching of compensation systems to a firm’s strategy. Prior research on this topic has been confined to U.S. firms, however, and a number of key questions remain unanswered. Using a sample of 917 employees from two large Swiss financial institutions, we

Traditional approach to performance appraisal or manager to subordinate performance measurement systems are becoming obsolete and out of place from the organizational culture, it is much of a parent-child or authoritarian approach in which the power of decision is solely held by the higher authority (Meyer H, 1991). Traditional approach mainly focuses on measuring the individual’s performance, and the efforts are centred for improving the individual differences rather then the collective or organizational problems as a whole, it highlights the employee faults and errors rather then that of the system and this also discourages employee to seek help from their co-workers and to accept the challenges which can reveal the areas of their weak performance (Schaubroeck & Lam, 1999). In this particular approach individual performances are linked with subsequent rewards so it is important for the supervisors to quantitatively measure the individual performances, and due to this reason the less quantitative performance outcomes like quality improvements are often neglected (Schaubroeck & Lam, 1999). Due to the linkage of the rewards with the performance

The effectiveness of an organization's performance and reward management can have a major impact not only on morale and productivity but also its ability to attract and retain staff. Many companies have found that far from complementing the stated aims of the business, their performance and reward systems were actually driving counter-productive behavior.