Performance+Appraisals.docx - Running head PERFORMANCE...

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Running head: PERFORMANCE APPRAISALS 1 Performance Appraisals Melissa D White Indiana Wesleyan University MGT 470-01: Total Rewards Janet Diotalevi March 28, 2020
PERFORMANCE APPRAISALS 2 Performance Appraisals (Appendix)Total-quality-management principles should be applied to performance appraisal processes to improve upon them. It is essential to realize that at least part of an employee’s performance is influenced by more than just the work environment and system than by their behaviors. Strategies should also be identified for understanding and measuring job performance better, thus, reducing errors. The question then becomes, what should be measured when evaluating employees? The answer depends on factors such as job level, type of occupation, organizational structures, and goals of the organization. “Sometimes, especially at the individual level, performance isn’t easily quantified. Either job output is not readily quantifiable, or the quantifiable components do not reflect important job dimensions” (Milkovich, Newman, and Gerhart, 2020, p. 388). Performance Appraisal Policy When creating a sound performance evaluation system, there are certain areas we should focus on. First, it is vital to decide the strategy and culture of the organization. Secondly, it should be a priority for employees to be involved with every stage of the process. The third area should be to identify raters and to make sure they have been trained appropriately in the use of the appraisal system. Motivation is a factor in the fourth area, where we need to make sure that raters are motivated to rate accurately. The fifth area focuses on maintaining and documenting appraisals, which ensures the proper knowledge of an employee’s performance. Finally, feedback should be timely to accentuate and promote positive activity while reducing harmful activity. The first step in communicating and building a more useful appraisal process is to recognize and understand that errors occur. Some common mistakes include; halo error, horn error, first impression error, recency error, leniency error, severity error, central tendency error,
PERFORMANCE APPRAISALS 3 clone error, and spillover error. “To counter such problems, companies and researchers alike have expended considerable time and money to identify ways job performance can be measured better” (Milkovich, Newman, and Gerhart, 2020, p. 402). “Studies that examine more specific factors focus on such performance dimensions as planning and organizing, training, coaching, developing subordinates, and technical proficiency” (Milkovich, Newman, and Gerhart, 2020, p. 388). Yet, there is little evidence that an ideal format for appraisal exists, for example, “Recent attention has focused less on the rating format and more on the raters themselves, and data suggest that raters can be trained to increase the accuracy of their ratings (Milkovich, Newman, and Gerhart, 2020, p. 389). The two different types of appraisal formats include ranking and rating, with the rating format being the more popular of the two, which is an issue of convenience over credibility. My company uses the BARS system (Behaviorally Anchored

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