Executive results, and their salary is incremented accordingly. Again,

Executive Summary

Table of Contents

We Will Write a Custom Essay Specifically
For You For Only $13.90/page!


order now

Executive
Summary. 1
Organisational
Performance & Performance Appraisals. 1
Effective &
Ineffective Appraisal Design & Implementation. 1
Components of A High
Performance Work System… 1
Integrating Appraisal
Discussion with Management Tools – Supporting Performance Development within a
HPWS. 1
Conclusion. 1
Appendix. 1
References. 1
 

 

Introduction

Performance Management
is one very important component of the broader Performance Management
in an organisation, which sets the scene for the organization’s long-term
strategic goal. It is usually performed through a formal set of steps on
regular intervals, usually annually or semi-annually. The term ‘formal’ is of
particular importance here, as performance reviews should always be performed
more frequently to manage and direct the employee performances, but the ‘formal’
appraisal can be done annually or semi-annually (Frauenheim,
2009).
All the organisations in the recent years, regardless of their sizes, uses
formal Performance Appraisal system to set the standards, apply these standards
and manage the outcomes in terms of employees and organisational performances.
All these organisations usually document and structure the appraisal process in
one way or other to match the needs, size and goals of these (Choi Sang
Long, 2013).

1.  Organisational
Performance & Performance Appraisals

Performance appraisals
are critically linked to the organisational productivity levels. These are
intended to bring out the underperforming employees, star performers, and work
as a review system to direct or redirect the strategies used organisation-wide
towards the real organisational goal (Winston, 2008).

One of the most
important ways performance appraisals effect organisational performances is assisting the reward structure hence the
productivity of the employees of the organisation. The employees are
rewarded according to their performance appraisal results, and their salary is
incremented accordingly. Again, poor-performers are addressed through targeted training
and other performance development chores. The performance appraisal also works
as a bridge of connectivity between the employees
and their managers, ideally the appraisers. 
This also develops the leadership
attributes of the manager, through encouraging them to act more as leaders
than as managers to model the desired behaviors out of the employees under his jurisdiction (Winston,
2008).

 

 

 

 

 

 

2.  Effective
& Ineffective Appraisal Design & Implementation

The best theorised and practised performance
appraisal design involves: consolidating the appraisal system with a formal
goal oriented framework; making the appraisal criteria on the basis of job descriptions
of the employees; interactive and engaging appraisal design; Properly informed,
trained and experienced appraisers who have observed the relevant employees’
performances; performing appraisals on a timely manner (khan, 2013). All these
ensure that a performance appraisal system is effective, in that it is also clear,
open, and fair.

Consolidating the appraisal system with
a formal goal oriented framework is a characteristic of
an effective appraisal system design. Integrating the organisational goal
framework to the appraisal system can achieve the development of the overall
organisation’s competitiveness along with performing the obvious work of
evaluating the performances of the employees (Runfeng, 2005). An effective appraisal design should
have appraisal criteria based in the job description & analyses.
Job descriptions, which includes what the employee does as a part of the
organisation and what outcomes are expected in terms of her performances and
goal orientation, should be included in the basis of performance appraisal
criteria; this ensures the objectivity of the appraisal in general (Winston, 2008).  An effective appraisal system should
ultimately be engaging and interactive by providing opportunities to
the appraisee to work on her performances through feedbacks, open communication
of the expectations of the subjective evaluation criteria such as integrity,
enthusiasm, imitativeness etc. An appraisal system constructed taking in all
the stakeholders have a better opportunity of performing the way it is intended
to perform by the organisation. An effective appraisal design should also
include properly informed, trained and experienced appraisers who have
observed the relevant employees’ performances. Finally an effective
design will have a system of appraisal performed on a regular interval.
Although an ongoing evalutation and review of the employees’ performances is
important, a formal appraisal performed yearly or semi-annually can act as an
organisational management tool which helps in deciding the ultimate star
performers and mediocre performers- and promote and raise salary accordingly;
it also directs the organisation towards the errors and loopholes that the
formal appraisal system might have, and overall promotes a competitive yet
connected work environment (Winston, 2008).

Ineffectiveness of an appraisal design mainly comes
from: narrow views on employee performances; unskilled and/ untrained
appraisers; generic performance appraisal tools, e.g. generic fillable forms;
Focusing more on personality and attitudes as opposed to behaviour and results
of the employees (Bacal, 2003).

Having a narrow view of employee
performances makes an appraisal design ineffective.
This type of appraisals mainly focus on how only the employee as an individual
has performed and in what ways she needs to work to improve her performances,
and doesn’t take into consideration the external factors such as the
established work environment during the particular time frame of the evaluation
etc. Even a generally star performer employee will have a poor performance
feedback when not provided with the correct work tool, or when effected by poor
line manager’s decision making. Employing an unskilled and/ untrained
appraiser to perform the appraisal makes the system ineffective
immediately. An untrained or insufficiently skilled manager will have poor
performance regarding management of the employees and the appraisals.
Filling out generic performance appraisal tools, such as fillable forms with
generic criteria set by the HR, then the process of appraisal becomes
useless, as these cannot bring out all the needed information to assist the appraisers
and the employees to work on their performances. Focusing more on
personality and attitudes as opposed to behaviour and results of the
employees renders the appraisal system ineffective as well; as discussing and
reviewing behaviors and actions can bring out the best among employees, but a
discussion on their personalities and attitudes will only bring out defensiveness,
which is counter intuitive to the intention of an appraisal system (Bacal, 2003).

Components of A High Performance Work System

 

Integrating Appraisal Discussion with Management
Tools – Supporting Performance Development within a HPWS

 

Conclusion

 

Appendix A: Appraisal Preparation

 

 

 

Appendix B: Feedback Sheet

 

 

 

Appendix C: Appraisal Form

 

 

 

 

 

Appendix D: Personal Development Plan (The Young
Manager)

 

 

References

 

 

 

 

 

Executive Summary

Table of Contents

Executive
Summary. 1
Organisational
Performance & Performance Appraisals. 1
Effective &
Ineffective Appraisal Design & Implementation. 1
Components of A High
Performance Work System… 1
Integrating Appraisal
Discussion with Management Tools – Supporting Performance Development within a
HPWS. 1
Conclusion. 1
Appendix. 1
References. 1
 

 

Introduction

Performance Management
is one very important component of the broader Performance Management
in an organisation, which sets the scene for the organization’s long-term
strategic goal. It is usually performed through a formal set of steps on
regular intervals, usually annually or semi-annually. The term ‘formal’ is of
particular importance here, as performance reviews should always be performed
more frequently to manage and direct the employee performances, but the ‘formal’
appraisal can be done annually or semi-annually (Frauenheim,
2009).
All the organisations in the recent years, regardless of their sizes, uses
formal Performance Appraisal system to set the standards, apply these standards
and manage the outcomes in terms of employees and organisational performances.
All these organisations usually document and structure the appraisal process in
one way or other to match the needs, size and goals of these (Choi Sang
Long, 2013).

1.  Organisational
Performance & Performance Appraisals

Performance appraisals
are critically linked to the organisational productivity levels. These are
intended to bring out the underperforming employees, star performers, and work
as a review system to direct or redirect the strategies used organisation-wide
towards the real organisational goal (Winston, 2008).

One of the most
important ways performance appraisals effect organisational performances is assisting the reward structure hence the
productivity of the employees of the organisation. The employees are
rewarded according to their performance appraisal results, and their salary is
incremented accordingly. Again, poor-performers are addressed through targeted training
and other performance development chores. The performance appraisal also works
as a bridge of connectivity between the employees
and their managers, ideally the appraisers. 
This also develops the leadership
attributes of the manager, through encouraging them to act more as leaders
than as managers to model the desired behaviors out of the employees under his jurisdiction (Winston,
2008).

 

 

 

 

 

 

2.  Effective
& Ineffective Appraisal Design & Implementation

The best theorised and practised performance
appraisal design involves: consolidating the appraisal system with a formal
goal oriented framework; making the appraisal criteria on the basis of job descriptions
of the employees; interactive and engaging appraisal design; Properly informed,
trained and experienced appraisers who have observed the relevant employees’
performances; performing appraisals on a timely manner (khan, 2013). All these
ensure that a performance appraisal system is effective, in that it is also clear,
open, and fair.

Consolidating the appraisal system with
a formal goal oriented framework is a characteristic of
an effective appraisal system design. Integrating the organisational goal
framework to the appraisal system can achieve the development of the overall
organisation’s competitiveness along with performing the obvious work of
evaluating the performances of the employees (Runfeng, 2005). An effective appraisal design should
have appraisal criteria based in the job description & analyses.
Job descriptions, which includes what the employee does as a part of the
organisation and what outcomes are expected in terms of her performances and
goal orientation, should be included in the basis of performance appraisal
criteria; this ensures the objectivity of the appraisal in general (Winston, 2008).  An effective appraisal system should
ultimately be engaging and interactive by providing opportunities to
the appraisee to work on her performances through feedbacks, open communication
of the expectations of the subjective evaluation criteria such as integrity,
enthusiasm, imitativeness etc. An appraisal system constructed taking in all
the stakeholders have a better opportunity of performing the way it is intended
to perform by the organisation. An effective appraisal design should also
include properly informed, trained and experienced appraisers who have
observed the relevant employees’ performances. Finally an effective
design will have a system of appraisal performed on a regular interval.
Although an ongoing evalutation and review of the employees’ performances is
important, a formal appraisal performed yearly or semi-annually can act as an
organisational management tool which helps in deciding the ultimate star
performers and mediocre performers- and promote and raise salary accordingly;
it also directs the organisation towards the errors and loopholes that the
formal appraisal system might have, and overall promotes a competitive yet
connected work environment (Winston, 2008).

Ineffectiveness of an appraisal design mainly comes
from: narrow views on employee performances; unskilled and/ untrained
appraisers; generic performance appraisal tools, e.g. generic fillable forms;
Focusing more on personality and attitudes as opposed to behaviour and results
of the employees (Bacal, 2003).

Having a narrow view of employee
performances makes an appraisal design ineffective.
This type of appraisals mainly focus on how only the employee as an individual
has performed and in what ways she needs to work to improve her performances,
and doesn’t take into consideration the external factors such as the
established work environment during the particular time frame of the evaluation
etc. Even a generally star performer employee will have a poor performance
feedback when not provided with the correct work tool, or when effected by poor
line manager’s decision making. Employing an unskilled and/ untrained
appraiser to perform the appraisal makes the system ineffective
immediately. An untrained or insufficiently skilled manager will have poor
performance regarding management of the employees and the appraisals.
Filling out generic performance appraisal tools, such as fillable forms with
generic criteria set by the HR, then the process of appraisal becomes
useless, as these cannot bring out all the needed information to assist the appraisers
and the employees to work on their performances. Focusing more on
personality and attitudes as opposed to behaviour and results of the
employees renders the appraisal system ineffective as well; as discussing and
reviewing behaviors and actions can bring out the best among employees, but a
discussion on their personalities and attitudes will only bring out defensiveness,
which is counter intuitive to the intention of an appraisal system (Bacal, 2003).

Components of A High Performance Work System

 

Integrating Appraisal Discussion with Management
Tools – Supporting Performance Development within a HPWS

 

Conclusion

Appendix  

 

Appendix A: Appraisal Preparation

 

 

 

 

R

 

 

Appendix B: Feedback Sheet

 

 

 

Appendix C: Appraisal Form

 

 

 

 

 

Appendix D: Personal Development Plan (The Young
Manager)

 

 

References

 

 

 

 

 

x

Hi!
I'm Kara!

Would you like to get a custom essay? How about receiving a customized one?

Check it out