The paper "Performance Management for Human Resources Revision" is a good example of a management assignment. Reviews of performance should be analysed yearly since they are critical. It is important to dedicate sometime within each year on understanding the mutual needs of the organisation and employee are being met. Thus, performance reviews help the managers and supervisors to feel more honest in their relationships with other subordinate staff and other important members within the organisation. This approach ensures that the subordinates are assured and an understanding of what is expected from them, areas for development, personal strengths and solid sense of been together: between the supervisors and subordinates.
Some of the consequences that may result if performance reviews are not factored into the organisation are decreases credibility of management, decrease morale, wasted management time and decrease the organisation's overall effectiveness. Thus, in designing performance reviews some factors that should be included are legality and validity of the process, standard form for performance appraisals, should be scheduled, initiation and follow up of the review process, views of employees, documentation of input, update and finalise appraisal form, and the performance appraisal meeting should be held. Q2.
Describe 3 categories Trait-Based Methods – these systems relying on factors such as conscientiousness and integrity bringing into consideration aptitudes, personality, abilities, skills and attitudes. This approach can easily be used based on understanding between the employee and persons taking the appraisal. However, numerous shortcomings are associated with this approach since traits are not directly associated with performance. It also lacks validity and may result in raising legal questions. Results-Based Methods – this is the most appropriate strategy that can be used to evaluate performance if the results are readily available.
This approach is recommended in situations that there are clear and measurable goals, for example, in the case of the sales team. However, this approach is negated by employee behaviour since too narrow focus may result in unintended negative consequences. For example, if sales staff narrowly focuses on targets to determine their performance measure, it may encourage the employees to concentrate on large-volume customers ignoring smaller buyers, and this may result in poor customer service. Behaviour-Based Methods - It is founded on the premise of simple principle in that individual perform best based on what they are supposed to accomplish, strategy towards accomplishing the duty, modes and means of accomplishing the tasks and what benefit they will achieve from accomplishing these tasks.
Utilising this approach usually brings into consideration three important components that define performance, which includes behaviour (employee’ s experience and expectations), antecedents (communication and instructions from employers to the employee) and consequences (rewards, recognition and reinforcements). This method ensures that employees adopt those characteristics that suites their position.
For example, developing strategies that ensure public safety in the police department. Q3. Methods for recording Employee Performance Behaviour Anchored rating scales (BARS) – it uses behavioural procedures in designing an instrument that can identify and measure components that constitute an effective performance. This approach has extensively been used in occupations such as store managers, nurses and in the identification of teachers’ requirements ensuring career development. Generally, BARs compares individuals in terms of worst and best ratings and assessing the relative weaknesses and strengths of individuals. Successful BARs should be easier to use and discuss, focus on performance and increase inter-rater reliability. Behaviour Observation Scales (BOS) – it is a method that measures behaviour of an employee against levels of performance, and it also measures the behaviour frequencies.
This approach utilises ordinal scale questionnaires that rates employee within the scale of 1-5 or 1-7. Graphic Rating Scales – a form of rating scale in which a manager simply checks off the employee performance level. It is widely utilised and the oldest method for performance appraisal since it is less time consuming to develop and allows for quantitative comparison.
It usually brings into consideration five points, which are quality of work, the quantity of work, judgement, initiative, cooperation and attitude. While the rating scale can bring five elements that may include fair, satisfactory, unsatisfactory, good, and outstanding. Weighted Checklists – this is a performance appraisal method in which the rater familiar with the jobs that are been evaluated prepares a list of descriptive statements based on ineffective and effective behaviours on jobs. This approach allows the manager to review the performance of employees based on the tasks completed. Critical Incident Technique – This term is used to describe performance appraisal by making a list that indicates very effective and ineffective behaviour for employees.
The list itself is structured depending on categories, which sometimes can vary. After obtaining this information, the evaluator prepares a log of each employee and after an evaluation period, the evaluator recorded examples are used to evaluate the employee.
ReferenceDe Cieri, et al (2008) Human Resource Management in Australia, 3rd. Ed. McGraw-Hill Australia