Essays on How Contemporary Organisations Can Most Effectively Use Performance Appraisal Essay

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The paper 'How Contemporary Organisations Can Most Effectively Use Performance Appraisal' is a great example of a Management Essay. Many organizations in the United Kingdom have had a history of performance appraisal as part of their management practices. This approach formed the basis upon which organizations performed their key functions such as selecting employees, rewarding them, and planning for their career development within the organization. Although this has been the practice of organizations for long, there have been overall fundamental changes in the general practice of performance management. As a result of this, many organizations in the UK and across the world have adopted modern approaches to performance appraisal practices.

Unlike the old approach that was based on subjective observation on a selected type of employees, modern approaches involve systematic processes of appraisal that are applied to all employees at all levels of the organization. This essay assesses how contemporary organizations in the United Kingdom can most effectively use performance appraisal to improve how their employees undertake their work. To begin with, performance appraisal can be defined as a systematic process by which the job performance and potential for the future development of employees is evaluated (Boone & Kurtz 2011, p.

252). This means that the assessment takes into consideration both the past performance and the future potential of employees within organizations. One way in which contemporary organizations in the United Kingdom can effectively use performance appraisal to improve how their employees undertake their work is by using performance appraisal as a tool to resolve general challenges that the employees experience at their places of work. This arises from the knowledge that many contemporary organizations in the United Kingdom are experiencing a myriad of challenges that affect the performance of their employees (Meadows & Pike 2010, p.

129). This is the case for organizations in other parts of the world as well. For instance, since many organizations face the challenge of ensuring that their employees receive adequate rewards and recognition, the management of contemporary organizations can successfully resolve this issue by using effective performance appraisal procedures. Through appraisal interviews and other practices that form the performance appraisal procedures, organizations can effectively identify the contributions made by each employee to the organization.

This facilitates the implementation of a clear reward system that is commensurate with the individual effort of employees (Grote 2005, p. 78). It is important to note that in general, the reward system for employees within an organization is influenced by the psychological contract between the employees and the management (Deb 2006, p. 142). This is represented by perceptions about the existence of fairness and balance between the input expected from employees by the management and the treatment the employees receive from the management.

Also, organizations can establish effective supervisory and other support mechanisms for employees in the workplace using performance appraisal procedures (ACAS 2011, p. 8). By addressing such kinds of problems in the workplace, organizations can effectively enhance the performance of employees by using performance appraisal systems. This is because performance appraisal plays a key role in addressing the needs of employees with regard to key performance management strategies.

References

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Grote, D 2005, Forced Ranking: Making Performance Management Work, Harvard Business School Press, New York.

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Marr, B 2009, ‘Delivering success: how Tesco is managing, measuring and maximising its performance’, API Case Study. Accessed at: www.cpdopportunity.com/resources/deliveringsuccesstesco.pdf. (13 December 2013).

Meadows, M & Pike, M 2010, ‘Performance management for social enterprises’, Systemic Practise and Action Research, vol. 23, no. 2, pp. 127 – 141. Accessed at: http://oro.open.ac.uk/21995/2/ (11 December 203).

Perkins, S J & Shortland, S M 2006, Strategic International Human Resource Management: Choices and Consequences in Multi-National People Management, Kogan Page, London.

Sparrow, P 2008, ‘Performance management in the UK’, in, Vama A, Budhwar, S & DeNisi, A S (eds), Performance Management Systems: A Global Perspective, pp. 131- 149. Taylor & Francis, London.

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