The paper "Performance Appraisal - Mr. Biggs " is a perfect example of a management case study. Mr. Biggs is a fast-food retailer with a presence in many countries. The organisation is able to serve more than 200,000 customers daily in 20 countries. The organisation has its headquarters in the United States. The organisation operates its business as a franchise in countries of operation. The products offered by the organisation are French Fries, soft drinks, hamburgers, chicken and cheeseburgers. The organisation has been in operation for a long time with the first store opening using the trademark on the name Mr Biggs in 1992.
The organisation carries out performance appraisal on regular intervals. The pay in the organisation is based on performance. Method used Mr. Biggs uses performance appraisal as a verdict to back up salary increases, demotions, carry out promotions, transfers and job terminations. Performance appraisal is designed in a way that enables it to be beneficial to the employees as well as the organisation. The organisation uses Behavioral Anchored Ratings Scales (BARS) (Waseem, 2012). The method was introduced by Smith and Kendall.
The performance dimensions are clearly defined and based on observable behaviors. The method has gained high acceptance due to its use of specific behavior which is derived for each job. This helps in gaining a reliable system which is error-free (Barclay, Dann & Holroyd, 2000). The organization has started adopting Graphic Rating Scale (GRS) in its current appraisal system. GRS looks at the employees rating in specific areas only. The rater marks the employee based on the scale and determines the employee performance in the organisation. The employees are analyzed on a scale which is quantitive which helps to compare and contrast.
The method has been adopted due to the fact that it allows comparison with individuals from other job categories (MacKenzie & Queensland Fire and Rescue Authority, 2000). Parameters used The PA system used in the organisation has the following parameters; business acumen, people leadership, effective communication, execution and customer-centricity (Furtwengler, 2000). Business acumen This refers to rating the employee ability to make decisions fast and accurately. This helps the organisation to know the employee business activities in the organisation (Furtwengler, 2000). People leadership This is the employee ability in showcasing leadership skills.
This helps the organisation to know whether the employee has the capability to motivate others. An employee who scores well in this parameter has the ability to coordinate other team members. The organisation has placed a lot of value in this aspect as it enables to determine employee leadership skills (Furtwengler, 2000). Effective communication The organization values communication as an integral part. The organisation looks at employee communication skills and gauges them. An employee is gauged whether they can communicate at all levels (MacKenzie & Queensland.
Fire and Rescue Authority, 2000). 79 Execution The employee ability to execute a given task at a specified time is gauged. The method looks at employee efficiency and potential. The ability to handle workload under pressure is gauged. Customer centricity The employee way of handling a customer is gauged. The employee promptness in handling the customers is gauged. All the parameters are measured using a three points rating chart. The chart ratings are; outstanding, meet expectations and need improvements (Furtwengler, 2000).