...“Is Post-Appraisal Weeding good strategy?” Dilip Thosar Paper for The International Research Conference on HRM 25-26 August 2012 at MIT College of Management, Pune Is Post-Appraisal Weeding good strategy? Dilip Thosar Fellow Student, AHRD (Academy of Human Resources Development), Ahmedabad. ABSTRACT Many progressive Indian organizations are seen to annually lead a practice of weeding out their lowest-performing manpower, with the strategic intent of increasing their performance capability and competence. The genesis of this practice lies in the “20-70-10 principle” which states that the top 20% of workforce is productive, 70% work adequately and the remaining bottom 10% do not deliver and should be fired. During the annual appraisal, the head of every business team within the organization is asked to classify his/her team-members into top, medium and bottom performers. Those in the bottom bucket are asked to resign. This reportedly creates tremendous dissonance and unhappiness across the organization. There seems to be no evidence of the expected theoretical result of a continuously improving highperforming business unit. Even short-run competence is not reported to increase perceptibly. Notable is the expensive attrition and erosion of precious employee-engagement among residuals, with consequent burn-outs and reduced productivity. The significant negative outcomes of this practice seem to outweigh any positive potential. Literature studied and industry leaders decry it as...
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...Development Plan Part III Management is a word that encompasses many tasks. The particular tasks this paper is addressing will be the role of managers using a tool such as a performance appraisal to help shape the careers of future managers. Whether the manager likes it or not at least once a year he or she will need to do appraisals for the staff he or she is in direct responsibility for. Doing appraisals should be looked upon as a tool that can help all involved. Performance reviews are stressful for both managers and employees. Criticism is usually hard for the giver and the receiver. A performance appraisal needs not be stressful or critical. The tool should be looked upon as a way to improve one’s skills and career. Most individuals want to do the best job one can do therefore, by learning and improving from using the appraisal tool the sky should be the limit for the individuals involved. The appraisal form attached offers both the manager and the employee the opportunity to answer the same questions prior to the actual appointment. By giving everyone involved a voice there will be less chance for feeling unimportant and lead to the possibility of open communication between the two. The appraisal form has a section after the two come together to compare and come up with a mutual plan for success in the coming year. This particular type of appraisal method can be used for individual and teamwork type settings. When employees are hired initially...
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...How Effective Performance Appraisals can Increase Employee’s Performances. Alisa Johnson BUS 303 Farrell Martin September 7, 2015 How Effective Performance Appraisals can Increase Employee’s Performances In the world we live in today it is always important to know and understand how we are performing on our jobs. Even if you own your own company your customers will either give you a good review or a bad one by word of mouth by telling others how good or bad your company really is. When working on a job for a company, most companies have a performance appraisal to let you know how well or not so well you are doing. In this paper I will show how a performance appraisals is used and how effective it is at increasing employee’s performances. Performance appraisals as stated by Carolyn Youssef (2012) is “The process through which employee performance is assessed, feedback is provided to the employee, and corrective action plans are designed” (section 6.2, par. 1). Most employers give performance appraisals after 6 months to a year of service and then every year on your anniversary date of employment with the company. Performance appraisals is based on your work ethics and how well you carry out your duties. Some performance appraisals is followed up with a raise or promotion but not all the time. Performance appraisals is geared to either better your performance or enhance your already great performance. However we must all look at performance appraisals as a way of knowing what...
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...or informal means of appraising their employees’ performance. If employees’ performance is good, organizations will want to reinforce it; and if it is bad, they will try to take corrective actions. Performance appraisal is the ongoing process of evaluating and managing both the behavior and outcomes in the organization (Carrell, Elbert & Hatfield, 2008). It is not a process that happens once a year or every six months, but one that happens every day. Stripped to its essentials, performance appraisal always involves setting work standards, assessing the employees’ actual performance relative to those standards, and providing feedback to the employees with the aim of motivating him or her to eliminate performance deficiencies or to continue to perform above par (Dessler, 2011). Indeed, performance appraisals are widely used for administrating wages and salaries, giving performance feedback, and identifying individual employee strengths and weaknesses (Mathis & Jackson, 2011). Definition of Performance Appraisal P erformance appraisal is the process of evaluating the behavior of the employees in the work place (Maxwell, 1992). This process assumes that the employees are aware of their performance standards, and that the supervisor also provides the employees with the feedback, development, and incentives required to help the person eliminate performance deficiencies. Basically, performance appraisal is intended to engage, align, and coalesce individual...
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...systems? 1) _______ A) they reward exemplary performance B) they encourage employees to continue to increase their skillsets C) they reward employees on an objective basis D) they help to promote product quality 2) This term refers to a difference between the output of a human judgment processes and that of an objective, accurate assessment. This difference could be due to bias, prejudice, or other subjective, extraneous influences. 2) _______ A) content validity B) a first-impression effect C) rating error D) the performance appraisal process 3) In 2009, employees were expected to earn average merit increases of what percent? 3) _______ A) 8.3% B) 2.9% C) 5.2% D) 1.3% 4) Management by objective is part of which type of performance appraisal system? 4) _______ A) behavioral observation scale B) behaviorally-anchored rating scale C) goal-oriented system D) trait system 5) This occurs when a rater generalizes good performance behavior in one aspect of the job to all aspects of the job. 5) _______ A) negative halo effect B) positive halo effect C) first-impression effect D) similar-to-me effect 6) Which comparison system requires the rater to place a specific number of employees into groups that represent the entire range of performances? 6) _______ A) the critical incident technique ...
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...Performance Appraisal Analysis University of Maryland, University College University of Maryland Performance Appraisal Analysis In today’s workforce, it is important to set goals for organization and its employees. Organizations tend to base their goals based upon the organization’s mission and vision statement. These two items give the organization purpose and a sense of optimism. Following through with meeting the requirements from which the mission and vision statement are built on can be a gradual process. An organization is only as great as the employees that make up the organization. Organizations measure the performance of their employees through Performance Management. Business Horizons defines Performance Management as “a continuous process of “identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization” (as cited in Aguinis, 2013, p. 2). Whether it is monthly, semi-annually or annually, employees are given performance reviews to measure the employee’s performance and goals. In this paper, I will give an analysis of the Performance Review and Development Process at the Context is a public institution that was founded in 1856. Located between Washington, D.C., and Baltimore, offers students a big city feel in a suburban way of life. Through , it “supports the University of Maryland in its mission of achieving excellence as the State’s primary center of research...
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...EMPLOYEES’ PERCEPTION OF THE PROBLEMS AND PRACTICES OF EMPLOYEE PERFORMANCE EVALUATION: a Case study of Awash International Bank (AIB) BY: ZELALEM BAYISA GURMESSA A project paper submitted to the school of graduate studies of AAU in partial fulfillment of the requirements for the degree of Masters of Business Administration [MBA] Advisor: Dr. TILAHUN TEKLU Assistant Professor of Management Department of Management August, 2007 Addis Ababa University School of Graduate Studies MBA Program Employees’ Perception of the Problems and Practices of Employee Performance Evaluation: A Case Study of Awash International Bank (AIB) BY ZELALEM BAYISA Approval Board Committee ________________________ Chairman, Graduate Studies __________________ Research Advisor __________________ Examiner __________________ Examiner ________ Signature _________ Signature _________ Signature ________ Signature Dr. Tilahun Tek lu Assistant Professor of Management Department of Business Management Faculty of Business and Economics Addis Ababa University Addis Ababa, Ethiopia C E R T I F I C A T E This is to certify that this project work, “Employees’ Perception of the Problems and Practices of Employee Performance Evaluation: A Case Study of Awash International Bank (AIB)”, undertaken by Zelalem Bayisa for the partial fulfillment of Master’s of Business Administration [MBA] at Addis Ababa University, is an original work and not submitted earlier for any degree either at this University or any...
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...1.0 INTRODUCTION Performance appraisal is a process by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding supervisor. It is the process of obtaining, analysing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is the formal assessment by a supervisor (the “appraiser”) of a subordinate’s (or “appraisee’s”) work performance over an agreed period of time. Ghana Health Services (GHS) is responsible for managing health services and staff within public health institutions. As part of its human resources management responsibilities, GHS has a procedure for evaluating staff performance. Until 2006, GHS used the standardized Civil Service forms and processes for conducting staff performance appraisals. Desiring to focus performance appraisal more on performance improvement and less on promotion, GHS developed its own performance appraisal process, which was pilot tested in four regions. Whilst the Civil Service performance appraisal system was conducted mainly by site managers and was supposed to be done yearly, the GHS new performance appraisal system was designed to be conducted by service delivery or ward managers (immediate supervisors) and to be completed every quarter. The...
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...JDT2 Human Resources Task 3 Performance Appraisal System “Presenter’s Notes” Western Governor’s University Grace H. Kwasman April 8, 2014 Introduction “The bottom line in leadership isn't how far we advance ourselves but how far we advance others.” John C. Maxwell Performance Appraisal Systems Performance appraisal is a process by which the job performance of an employee is evaluated. It is a part of employee’s professional development and consist of regular reviews of employee performance within organizations (Wikipedia.org). The performance appraisal is a quintessential part of the human resources management in any organization. Section A- Benefits Big and small, any organization must adopt an effective performance appraisal systems in order to keep their workforce productive, meet company objectives and at competitive edge in today’s market. When effectively used, performance appraisals the benefits to the employee, the manager and the company are invaluable: a. Alignment- It provides a forum to discuss clear understanding of the expectations and what actions are needed to achieve those job expectations for the employee. The manager/company gets the opportunity to connect team and individual objectives with the organizational strategic goals. b. Accountability- During the performance appraisal, the employee are able to gain a better understanding of their faults, strengths and are able to make plan for improvement as needed...
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...The Human Touch Performance Appraisal II Tr a i n i n g L e a d e r ’s G u i d e Coastal Training Technologies Corp 500 Studio Drive Virginia Beach, VA 23452 ©2000 Coastal Training Technologies Corp. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of Coastal Training Technologies Corp. This publication is designed to provide accurate and authoritative information in regard to the subject matter. It is sold with the understanding that Coastal Training Technologies Corp. is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional should be sought. Table of Contents The Human Touch Performance Appraisal II Preparation Materials Introduction....................................................................................................................8 Training Session Checklist...............................................................................................9 Trainer’s Instructions for Using the Book The Human Touch Performance Appraisal.........................................................10 Tips for Transferred Learning ........................................................................................11 Possible Session Agendas ........
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...JetBlue, Cases in Advanced Human Resource Management Jet Blue case study Western Governors University Abstract This paper includes discussions of the processes JetBlue initially utilized to staff their start-up airline, and the challenges faced in obtaining the desired employees to achieve the five core values which are: Safety; Caring; Integrity; Fun; and Passion. Company leadership and human resources began by working together to establish the company values in order to identify the traits desired for employees. Descriptive discussion of the recruiting efforts used, laws that needed to be considered; selection processes; appraisal systems; compensation; and benefits, are included within. When staffing the new airline began research needed to be done in advance of any recruitment efforts could starting. Hours of work were invested prior to the first interview in order to prepare to find the ideal candidates. National employment laws and statutes had to be identified in order to comply with the requirements of each. Three examples of such laws are The Equal Pay Act of 1963; The Age Discrimination in Employment act; and the 1990 Act of Americans with Disabilities (ADA). The first National Employment law that we will discuss is the “Equal Pay Act of 1963” (Mondy, 2008, p. 59). This law forbids the employer from paying employees of opposite genders different amounts, if the same job is performed; they have equal skills and...
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...challenges will also change and will demonstrate new challenges in front of HR management. Here in this paper, a discussion concerning to the trends and challenges of HR management will be done along with the discussion of how a complete performance management system differs from the use of annual performance appraisals. In addition to this, an evaluation of the effectiveness of various performance appraisal methods and possible problems affecting performance appraisals and a discussion of the advantages of managing turnover in organizations will be also be done. In the end, the significant safety and health management issues in the workplace will be identified along with the other trends and challenges of human resource management. Complete Performance Management System and Annual Performance Appraisals A complete Performance Management System facilitates an organization in sustaining profitability and functioning by connecting the employees' remuneration to capability and contribution (Heathfield, 2010) whereas in an annual performance appraisal, salary increase is associated with outcome, which is quite old in present modern era (Deiterich, 2010). A complete performance management system offers opportunities for cooperative personal development and career expansion. It imparts all the employees beneath a single strategic role, whereas in annual performance appraisal individuals are not provided with similar strategic direction as they all work individually for...
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...achieving a high standard of clinical practice involves appraising staff performance. Clarke, Harcourt & Flynn (2012) states that in the health sector, a key role in implementing clinical governance is by appraising the performance of staff, this in turn, is critical to containing health care costs and ensuring and improving quality patient care. The intentions of performance appraisals are to maintain and improve a high standard of patient care, however, there are many studies concluding that performance appraisals are not always effective and may even be considered destructive (Bouskila-Yam, & Kluger, 2011). Evidence suggests that appraisals provide minimal satisfaction, as at times can be perceived as unfair, poorly structured and judgmental towards some employees (Spence & Wood, 2007). The reader believes that if performance appraisals were conducted in a manner to suit all parties involved, then appraising staff would be beneficial and critical to improving clinical governance, thus, patient quality care. In the readers’ experience, performance appraisals have not been well presented or conducted by management staff; thus, the reader believing in the appraisal system as ineffective in promoting clinical governance and only creating dissatisfaction. Therefore, the purpose of this paper will be to critically review Clarke, Harcourt & Flynn (2012) study “Clinical Governance, Performance Appraisal and Interactional and Procedural Fairness at a New Zealand Public...
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...1.1 INTRODUCTION Appraisal of performance is widely used in society. Usually parents will assess children and top management will assess employees. The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management. However formal evaluation of employees is believed to have been adopted for the first time during the First World War at instance of Walter dill Scott, the US army adopted the ‘man to man’ rating system for evaluating military personnel. During 1920 to 1930 hourly paid workers in industrial units were evaluated on the basis of rating sources. This early appraisal system was called merit rating. In early fifties performance appraisal techniques began to be used for technical, professional, & managerial personnel. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone. Performance appraisal is the process of determining...
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...The problems with performance appraisal Introduction Formal performance appraisals form an integral part of overall performance management programs in many organisations. Indeed, for many decades performance appraisals have been a key method for monitoring employee performance and they often play a major role in promotion or salary increments. However, though appraisals continue to be widely used, there is significant and ongoing debate about the validity of results obtained, as well as their effectiveness in positively influencing employee productivity and performance. This paper examines performance appraisals in the modern organisation. It discusses the development of performance appraisal theory, the perceived problems with performance appraisal systems as well as the potential performance and productivity improvements that may be achieved with their use. OK! Performance Appraisals It is widely contended that many (if not most) organisations conduct regular employee performance appraisals (Gliddon 2004; Varma & Pichler 2007). Thus, it is understandable that there is a very large body of literature around the subject (Schraeder & Simpson 2006). Indeed DeNisi and Pritchard (2006, p. 253) state that ‘performance appraisal has been the focus of considerable research for almost a century’. Yet there is surprisingly little consensus on any aspect of performance appraisals, not merely in terms of how they should be constructed or conducted, but even whether...
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