Case Study: the First Appraisal Interview Essay

For this assignment I will referencing the Arizona Department of Corrections rating system, and touching on the current evaluation process and discussing options to improve on the process. I work in the department of corrections and the evaluation system currently implemented is the managing, accountability, and performance (MAP). This system is far from perfect, and very susceptible to subjective evaluations. Most employees do not agree with the evaluations they receive and for the most part this is due to the supervisors not putting in the required effort to properly evaluate each employee. It is not uncommon for a supervisor to rate all of their subordinates exactly the same, regardless if one employee excels and the other shows little to no interest. Supervisors often justify their vanilla evaluations by stating that the evaluations do not have any effect on your employment, since pay raises are not based from the appraisal. As you can imagine this method does little to raise the moral of the motivated hard working staff, and in my opinion needs to be revamped. I would prefer an evaluation based more on objective performance and behavioral observations.

     Vicky must also take into account the duty to her boss, Wendy. First, Vicky must suggest that quick temper of Wendy’s be abolished because animosity between Wendy and her staff members may lead to a broader conflict. Also such behavior could lead the company as a whole to be less productive, because with Wendy’s quick temper it will be hard for staff members to share ideas. Sharing ideas between members of staff makes a company more successful.

A central reason for the utilization of performance appraisal Pas is performance improvement (initially at the level of an individual employee, and ultimately at the level of an organization. Other fundamental reasons include as a basis for employment decisions eg promotion, terminations, transfers, as certain criteria is reached to aid expectations and to establish personal objectives for training programs, transmission of objectives feedback for personal development. As a mean of documentation to aid in keeping track of decisions and legal requirements named in wage and other fringe benefits administration. And is used for formulation of job criteria and selection of individual who is best in performing organization tasks.

Thank you for writing to us your concerns. You have two options in this situation. Where a rating should be placed, you can instead write “not applicable or n/a.” In this situation you would

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.

Jessica, you made some very good points. If Carrie met with Helen and explained the different types of evaluations and how each are rated, it would help Helen have a better understanding of the performance appraisal evaluation. Also, based on Helen's previous supervisor, who had more time to view her performance, I agree, perhaps, Carrie probably did not have enough time the do a thorough evaluation of Helen and will the next time around.

On the other hand, poor performance, or mediocre performance may lead to negative appraisals and consequences, including job termination or withholding of bonuses, awards, and promotions. Performance appraisals are a systemic means of ensuring quality of work performance, and thus achieving the strategic objectives and advancing the goals of the organization. These performance appraisals, in order to be effective, must be applied in a uniform, objective, fair and consistent manner over time. In addition, the expectations of the performance appraisal must be clearly understood and agreed upon by the supervisor and the employee. Objectivity and fairness in the appraisal system build trust in the organization as well as high morale among employees.

Firstly, the old system was prone to central tendency error. It had 13 rating levels and lacked a described evaluation criteria. As one can understand, if the rating scale is large and the different levels are not sufficiently explained, the evaluators will be more likely to evaluate less accurately. In the case, one can read that managers gave almost to everyone a B or a C,

In my organization, performance is measured by different parameters for different departments. The performance of the sales department team is measured by the number of sales made and the amount of revenue generated. For cabin crew members, performance is weighed through a number of ways and primarily through frequent on-board appraisals. These appraisals are often conducted by senior cabin crew members and are measured against certain standard factors such as interaction with passengers and colleagues and general activities carried out on the flight. This appraisal system applies to all cabin crew members, however seniors in the company have an additional way through which they are appraised where junior cabin crew members have the equal opportunity to rate their seniors as well making the performance evaluation processes two- way. Another way performance is measured is through attendance. Points are deducted for absenteeism and lateness and anyone with a good track record of attendance is considered a good performer.

The measurement of employee’s performance is only internal. A good performance appraisal should have multiple raters, both internal and external.

Performance evaluations should focus on the individual’s job performance and not the individual. The four managers all have the same goal when it comes to their perspectives on performance appraisals and that is, they want to do what is best for their subordinates to motivate them to perform in their department’s best interest. Tom has a top priority to provide true and accurate feedback so employees know exactly where they stand. While I agree that evaluations definitely need to have a base of accuracy, I like Max’s view that most of good management is psychology. To know to act to do what is in the individual’s and department’s best interest, a manager needs to understanding people’s strengths and faults, and know how to motivate and reward employees. If that means a little fine-tuning, then so be it. Lynne, on the other hand, contaminated one of her workers evaluations by considering the individuals personal issues and inflated her rating to encourage and support her. Personally I don’t think it should have been a consideration in the evaluation however, supporting and encouraging the employee in other ways may be a more

The earliest appraisal systems, despite focusing on just one measure; quantity output, could perhaps be viewed as the most objective of all. Employees on a production line could be accurately rated on 'piece rate' or have their simple repetitive movements timed. As managers recognised the quality of work produced also affected an individual's impact on the organisation, and work output gradually shifted from directly-measurable physical activity to more complex tasks requiring the application of greater skill, knowledge and ability, more elaborate performance standards became necessary. Early performance management was highly subjective, allowing rating officials far too much personal latitude. It often included a supervisor's assessment of personality and character traits such as loyalty, honesty, attitude, initiative, cooperation, resourcefulness and ambition (Pratt 2001).

D) There are many ethical issues that go along with performance assessments. The rater must ensure that he or she doesn’t discriminate against the employee. There is potential for the rater to discriminate based on religion, race, age, or gender. If the employee can prove that they were discriminated against then they can bring a suit to the rater and the company. The rater must not show bias towards the employee that is being rated. If the rater is bias to the employee then there is a huge chance that it is not an accurate performance assessment. Another ethical issues that can appear for the rater, is giving inaccurate feedback. If the rater is not honest then the feedback is not accurate, therefore the manager can also have a suit filled

I don’t feel that the experts’ recommendations will be sufficient to get most of the administrators to fill out the rating forms properly. The managers would be pleased with the recommendation to rescind Mr. Winchester’s forced ranking technique but would definitely challenge the idea of not tying salary increases to appraisal forms because it’s what they’ve always done and it is the only way they feel they can provide competitive wages for secretaries. The issues of providing invalid feedback to each secretary

Jennifer is, without question, right that all of their employees, from managers to the lowest level employee need to be evaluated formally. The informal way that her father was doing it was not providing the most important answer to the question that all employees want to know is “How am I doing?” According to Erven (2013) several often-heard reasons for not doing employee evaluations need to be dismissed, such as a manager stating “Good employees know they are good and bad employees know they are bad,” or “They take too much time.” Jennifer’s father was guilty of this and probably all his managers too while taking the lead from him as the owner. This in itself is unfair to employees and not good for continued business. It’s important that managers let people know how they are doing, because employees need and want to know, in a structured and formal manner with feedback.