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Compensation Benefits

In: Business and Management

Submitted By rafaelriv15
Words 1503
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Capítulo 9: Performance Evaluation and Management
First Task: Answer the discussions question: 1. What is “360-degree feedback”? What advantages might it have over more traditional performance appraisal systems that use only downward feedback? What are some of the problems that could occur in using a 360-degree feedback system? a. El sistema de evaluación de 360 grados es conocido como el Método de Combinado Múltiple, y es la más moderna de las técnicas de evaluación. Utiliza la retro-alimentación de todos los sectores alrededor de la persona evaluada. Esta técnica sirve para medir el desempeño personal, medir las competencias del evaluado, y diseñar programas de desarrollo del mismo.
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Jefe o Supervisor
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Jefe o Supervisor

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Compañeros (Pares)
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Compañeros (Pares)
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Evaluado
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Evaluado
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Clientes (Internos/Externos)
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Clientes (Internos/Externos)

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Subordinados o empleados
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Subordinados o empleados

Algunas de las ventajas que este sistema de evaluacion posee son: * Múltiples perspectivas del desempeño de la persona evaluada. * Las observaciones son basadas en el contacto real. * La retro-alimentación es desde diferentes perspectivas. (Superior, lateral, inferior) * Es una técnica que es completamente anónima. Lo que produce una mayor participación. * El proceso de aprendizaje de las fortalezas y debilidades es uno motivacional.
Algunas de las desventajas que tiene este proceso son: * Dependen el juicio humano. * La retro-alimentacion proveniente de todos los recursos puede ser abrumadora. (Subestimación o hipercrítica) * Se pueden hace evaluaciones duras que estén “escondidas” dentro del proceso. * Calificaciones contradictorias pueden ser confusas y frustrantes.

2. Why would training in conducting performance evaluations be an important issue for organizations to consider? b. La formación o entrenamiento es importante para las organizaciones al momento de hacer evaluaciones de desempeño ya que se aseguran que la misma sea una real y basada en procesos. Esta formación provee destrezas nuevas para el evaluador, mantiene al empleado “up-to-date” con destrezas de evaluación, además de aumentar la eficiencia de los procesos evaluativos. Una evaluación de desempeño tiene un propósito para el empleado a ser evaluado, ya que con esta se pueden diseñar planes de desarrollo, planes de motivación, se puede desarrollar métodos de comunicación efectiva, y como punto importante, esto determina una promoción o un despido. Por lo tanto, para la empresa u organización es importante que las empleados de Recursos Humanos estén conscientes de los procesos a realizar y la importancia de los mismos.

3. Review the evaluation approaches discussed in this chapter by applying W. Edwards Deming’s criticisms. How does each approach fare? c. En el caso de la técnica de evaluación de 360 grados, podemos observar una de las críticas de W. Edwards Deming: “Se centran en el producto final, y no en el liderazgo actual para ayudar a la gente.” A pesar de que esta técnica de evaluación de desempeño es una basada en el contacto real del empleado con su 360 grados, es una dedicada a desarrollar planes de desarrollo y metas a largo plazo. Lo que lleva al empleado a concentrarse en su desempeño de una manera más prolongada.

4. How often should formal performance evaluations take place? Informal ones? How often do they take place? d. Las evaluaciones por desempeño se deben hacer al menos una vez al año. Pero cada empresa, organización o empleador tiene sus detalles. Por ejemplo, la mayoría de las empresas realizan una evaluación formal anualmente para la fecha del aniversario del empleado para así tener une evaluación por un año de trabajo. Sin embargo, los profesores o maestros tienen un año de trabajo de agosto a mayo, y este caso no se podría hacer una evaluación formal anual ya que las fechas varían. Por lo que hay casos donde las evaluaciones se hacen informalmente durante el año de trabajo y se hace una evaluación formal por lo evaluado durante el año. Normalmente las evaluaciones formales e informales se realizan todos los años. 5. Who usually evaluates employees in organizations? Who should do so? Under what circumstances? What criteria should be used to evaluate employees? Which ones are used? e. Las evaluaciones de desempeño son otra actividad realizada por el Departamento de Recursos Humanos, con la cooperación de los gerentes o supervisores y los especialistas en HR. Sin embargo, el supervisor inmediato es el responsable de realizar las evaluaciones formales e informales. Los criterios que se utiliza para la evaluación de desempeño lo son la calidad del trabajo realizado, conocimientos del trabajo, cualidades personales (liderazgo, apariencia), cooperación en el trabajo, iniciativa, entre otros. 6. Explain why performance management is important in accomplishing organizational goals. f. El performance management trabaja con la alineación, el desarrollo, la orientación, el reconocimiento, la recompensa y la participación de sus empleados. Esto es importante para la compañía ya que puede ayudar a mejorar la eficacia y la eficiencia mediante el aprovechamiento de los datos de talentos y herramientas que le ayudarán a gestionar mejor y desarrollar su talento actual, mientras que la identificación e implementación de planes para satisfacer las necesidades futuras. Esto significa que la compañía está preparada para crecer y competir en un mercado competitivo.

7. What are the characteristics of an effective performance evaluation interview? How should new and experienced employees be treated differently during the interview? g. Para una entrevista efectiva, debe haber una comunicación efectiva. La comunicación es parte esencial y de suma importancia en el proceso de entrevista. Además, debe ser una entrevista objetiva, donde por más relación de confianza que haya entre el gerente y el empleado, deben mantener una relación profesional para no alterar el proceso. Otras características que se deben practicar durante la entrevista lo son: habilidad para hablar con claridad, capacidad para escuchar detenidamente, reunir y analizar información, y entender los procesos de negociación. Finalmente, las entrevistas de evaluación de desempeño que incluyen la retro-alimentación de la evaluación puede ser eficaz si la información de la evaluación es significativa, clara y útil para el empleado evaluado.

No debe haber una diferenciación durante el proceso de evaluación entre los empleados con experiencia y empleados nuevos, ya que ambos aportan y son reconocidos por la empresa u organización. Si tanto el nuevo empleado o el empleado con experiencia cumplen con una buena evaluacion de parte de los supervisores o gerencia, el nombre de la empresa va a estar bien establecido, y con buena reputación entre los clientes. Recordemos siempre que los empleados son la cara de la compañía, si ellos hacen su trabajo con excelencia, la compañía será reconocida.

8. What should an organization do in order to help make sure that its performance evaluation system is legal? What is the role of job analysis in this process? h. Un número razonable de estudios se han realizado sobre la confiabilidad de los sistemas de evaluación en el trabajo. Gran parte de estos estudios se han preocupado por si la evaluación del trabajo pueden ser discriminatorios.

Estas investigaciones han encontrado que habiendo buenas descripciones de trabajo, y una formación del evaluador estos procesos cumplen con las leyes reglamentarias y no son considerados discriminatorios.

El job analysis es un proceso sistemático que reúne, documenta y analiza la información con el propósito de establecer la descripción de un puesto. Cuando el análisis del puesto se hace de una manera efectiva, no hay malos entendidos con empleados y al momento de la evaluación, ellos saben los detalles a evaluarse porque en un principio se les oriento acerca de los mismo. Por eso es de suma importación tener un job analysis claro, documentado, descriptivo y explicativo para los empleados.

9. What is MBO? What advantages does it have over traditional performance evaluation methods? What are its weaknesses? i. MBO significa “Management by objectives” o administracion por objetivos. Esto es un programa que permite establecer metas u objetivos específicos, definidos por la participacion conjunta de gerentes y empleados a completarse en un periodo de tiempo determinado y que permite evaluar periódicamente el esfuerzo hacia la realización de los mismos. Sus ventajas son: i. Es trabajado en conjunto. ii. Se establecen objetivos reales, alcanzables, comprensivos, retantes y claros. iii. establecen fechas para cumplir las metas.

Las desventajas del MOB lo son: i. Requiere mucho tiempo de desarrollo. ii. Se establecen demasiados objetivos y son confusos. iii. Hay mucho énfasis en metas a corto plazo. iv. Los objetivos originales nunca se cambian en el proceso.

10. What are the major reasons for employee complaints about performance appraisal systems? j. La mayoría de los empleados están en contra de los procesos de evaluación en el trabajo. El mayor miedo lo es la subjetividad del proceso. La subjetividad y el favoritismo son los principales miedos o problemas que crean oposición a las evaluaciones de desempeño. Esto provoca miedos internos y hasta argumentos defensivos y violentos con los supervisores. Estos identifican que estos procesos se concentran más en la pobre ejecución y desempeño en vez de enfocarse en la raíz del problema para mejorarlo. Y otro de los aspectos es que el empleado que no es evaluado con en una categoría superior tiene un efecto negativo en el mismo: se “recuestan” y no mejoran su desempeño.

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