The paper 'Performance Appraisal and Training and Development ' is a wonderful example of a Management Assignment. The Resource-based view (RBV) states that employees are among key resources that an organization can use in order to attain its objectives and maintain a competitive advantage. Consequently, it is the role of the Human Resource Department to ensure that employees can perform effectively to guarantee the survival of the organization and the attainment of the stipulated organizational objectives. Two fundamental human resource functions that handle the issue of employee performance include; performance appraisal and training and development.
This paper seeks to critically evaluate the relationship between appraisal and training and development, and how the effective integration of these HR functions is necessary to achieve long term organizational strategies. Performance appraisal is defined as a formal and periodic evaluation of employee performance with the objective of discovering how and why the employee is currently performing on the job and how they can improve their performance in the future in order to meet the organizational objectives (Randhawa, 2007). Training and development (T& D) on the other hand is a planned and continuous effort undertaken by the management in order to improve the performance and competency levels of employees.
Training is mainly designed to offer employees with knowledge and skills required for their current jobs. Development on the other hand entails learning that looks beyond the current job and is more long term (Mathis and Jackson, 2000). One existing relationship between performance appraisal and employee training and development is that the information gathered from the process of performance appraisal reveals the training and development needs of employees. By periodically evaluating the performance of the employees and highlighting the main areas of weakness, Human resource managers are able to identify the training needs of employees.
Performance appraisal is therefore part of the Training Needs Analysis (TNA) which is a vital process undertaken before conducting training (Kleynhans, 2010). The needs analysis identifies the areas of performance that require initial training or additional training. In addition, it also identifies the employees who require training and the specific skills they are to be trained on. A case in point Telstra; the leading communication company in Australia, which is greatly dedicated to the continuous training and development of its workforce due to the competitive and dynamic nature of the information and communications technology industry.
The company, therefore, undertakes performance appraisal by conducting two informal quarterly reviews on employee performance and a formal half-yearly and yearly review that mainly targets leadership and business results. The findings attained from the performance appraisal process are then used to conduct a skills gap audit and training needs analysis to identify training areas that need to be addressed across every area of business operations (Telstra Corporate Social Responsibility, 2006).
It can, therefore, be stated that a performance appraisal is significant in the identification of training needs. Performance appraisal and employee training and development are also related in the sense that by conducting performance appraisal, human resource managers are able to identify the type of training and development programs that are to be offered to employees. Brown, (1998) highlights that identifying a training program that is to be used for employees can be difficult if one has not identified the training needs of the employees and the areas that require training.
Thus, conducting appraisals is useful in identifying employee training needs which further assists in designing suitable training programs to meet those needs. In most cases, the employees have different training needs which should effectively be catered for by the training by the program.
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