Performance Management Within the Workplace Essays

Development of a performance appraisal system that is effective in a human service organization is of benefit for the organization and the employees. For a performance appraisal system to be effective, the system has to be strategic, designed to fit the specific needs of the organization, non-discriminatory, non-bias, with correct implementation and administration. Many different components, must to be incorporated to make this type of system beneficial for all who use it, and all who are evaluated by the system.

Performance appraisal is an important issue in human resource management and has a significant effect in the performance of an organisation. It is the system of evaluating the performance of employees regarding the accomplishment of their responsibilities and determining their potential to grow and develop. Bias in the evaluation process can affect the accuracy and appropriateness of the performance appraisal. Bias is a serious issue because it affects the ability to make appropriate decisions about the promotion of employees. A performance appraisal system that works to the disadvantage of members of a group can also pose legal issues.

There are many ways Landslide Limousine can measure employee skills when coming to performance appraisals. The one mainly used is the Management by Objective (MBO). MBO focuses primarily goal setting and establishing objectives for each manager and employee within each department as a whole. (Cascio, 2013, p.368). The manager should go over the objectives with the employees and set a time to meet in the future to discuss the objectives to complete a task. In addition, managers should explain how the task should be carried out and the purpose of the task.

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.

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.

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:

Bourouni, A., Hesam Amiri, R., & Jafari, M. (2009). A new framework for selection of the best performance appraisal method. European Journal of Social Sciences. (7)3, 92-100.

Performance appraisals are one of the most vital components of effective performance management. It serves as a method used to improve employee performance by setting standards. The process also gives valuable performance feedback to the employees, determines any organizational problems and provides developmental needs. Mangers in the past several decades have been using an objective based process known as management by objective. The process creates objectives that the employees need to accomplish and sets overall standards between employee and manager. “The key to establishing solid MBOs is employee involvement in creating goals and objectives. When you have employee input in developing goals and appropriate action plans, the results of MBOs may be a better measurement of

Executive SummaryIn order to measure an organization’s success in meeting or achieving its strategic objectives is to evaluate the performance of its employees. If it is to be effective or of substantial value to the organization, it needs to be systematic and purposeful. In this organizational analysis I would like to explorer the performance management performed at the organization I am part of and suggest improvement to enhance the process to achieve better results. I will also explore the stressful environment performance evaluation creates and suggest ideas to enhance the experience to achieve positive results. The company I am part of is a financial technology solution company.

“Performance appraisal encroaches upon ‘one of the most emotionally charged activities in business life – the assessment of a man’s contribution and ability” (Narcisse & Harcourt, 2008, p. 1152; Thompson & Dalton, 1970, p. 150). The performance management process is a tool organizations use to align the mission and strategic goals with the employee’s expectations. Furthermore, the process can groom employees to perform at their optimum potential (Schanie & Kemper, 2008). There are six primary components of the performance management process that intertwine with each other; without one the system is not whole.

Although Performance Management evolved from performance appraisals few decades ago, most literature still intensely focuses on performance appraisals when addressing performance management.

Nowadays, there is a worldwide tendency to search for information about business performance measurement, which has been the subject of studies by executives around the world that are worried about how to measure the performance of their companies. There are several models focused on measuring organizational performance, contemplating financial and non-financial measures, which indicate the need of companies that are constantly seeking to adopt simple and effective methodologies to measure its business performance and implement new strategies. It is common for managers to measure what is easy or most urgent, incurring errors or simplifications. They often measure to simply control, although not for improvement. There are managers who seek

Performance management relates to an organization’s ability to implement a system to evaluate and advance employee performance. Achieving peak performance requires consistency, clear objectives, and constructive employee evaluation. According to Mithas, Ramasubbu, & Sambamurthy (2011), an organization must design the performance management system based on extensive research about the organization’s mission, and then properly communicate the purpose of the system to employees, stakeholders, and decision makers. After the performing the research, the information should be used to establish the appropriate performance management specialized for the organization. In addition, an effective performance management system should align

According to Zweig (1991), performance appraisal instruments are tools that are used to measure the performance of employees in the workplace. They are used to put employees up against one another or a predetermined standard, and the appraiser is required to give an evaluation. Practical and effective performance appraisal instruments are drafted when the company has already clarified its philosophy and performance management system. It is also imperative that the performance appraisal instruments are calculated accurately, and that the supervisors are empowered to produce

Performance appraisal is a method which is increasingly used to evaluate employees to determine the degree to which they are performing effectively and encourage them to direct their energies towards organizational performance. Although the appraisal is being practiced, there are criticisms made against the system which generally arise from within the Orthodox and radical management frame work.