FINAL EXAM Course Code HRM 601 Course Title Human Resource Management Student ID 15AUG254MBAHC Name Mary Suja Sukumar Location Abu Dhabi / Sharjah Discussion Questions 1) As the HR manager, critically evaluate the current performance appraisal process at the Financial Security Investment including Brook’s manager’s behavior and decision making as well as the organization’s role in this process. The current performance appraisal process at the Financial Security In- vestment is as follows : Specific targets that the company had set for its employees were - to increase the number of clients every year - to increase the client’s investment portfolios - to maintain good relationships with clients There was no transparency in the method of evaluation of performance and though Brook felt as if he met all targets, he was still bypassed for promotions. This left him demotivated, frustrated and confused. It also appears that this particular department was not using the same “Goal Setting document” that was being used in other depart- ments. thus the method of appraisal was not uniform across all departments at the or- ganization. Brook’s manager lacked organization and transparency in the method of ap- praisal. A cursory statement, “she is just really good”, when told to Brook, regarding
Leslie Baskin, was not a professional way of assessing performance. No evidence of the types of appraisal is mentioned in the article. In addition, appropriate tools to be utilized by the manager were not given to him by the organization. Thus it was not possible to be objective in the appraisal and promotions depended on the personal opinion of the manager. 2) Based on your knowledge of HR and performance appraisal best practices recommend at least two changes besides having a goal setting document to improve this process and provide your rational for each recommendation. Performance appraisal best practices, should ultimately benefit both the em- ployee and the organization (Bruce 2012). It allows the employee to know how he/she is faring at the organization, while the organization is able to assess how well it is doing in terms of HR practices, among other areas. In this way, a robust appraisal system, will be transparent and fair and will enable the organization to encourage, en- gage and retain much needed talent. The first change that I would suggest is that a second level appraisal by another man- ager, who is neutral to Brook, will benefit a fair system. The second level appraisal , in this case, could be the HR, where they could objectively look at the achievements of Brook and grade him accordingly. Initially, Brook’s main manager could sit with him and discuss his performance and allow him to question the various aspects of the appraisal.
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