Organization must decide which behaviors contribute

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organization must decide which behaviors contribute to perpetuating the desired company cultureand those that ensure processes are carried out correctly. Those behaviors are at the top of the rating scale, and behaviors that destroy company culture and prohibit processes from being executed are at the bottom of the scale (Johnson et al., 2001). The most popular type of a goal-oriented system is Management by Objectives (MBO) (Gerhart et al., 2016). First, the organization identifies objectives based on the overall strategic plan. Then, the organization evaluates results based on those objectives (Gerhart et al., 2016). Asuccessful MBO program will have SMART objectives: specific, measurable, attainable, relevant, and time-bound (Gerhart et al., 2016). The system, along with the others, may even rollinto one appraisal format: the essay format, where raters answer open-ended questions in essay format regarding each employee (Gerhart et al., 2016). The type of performance appraisal policy my company utilizes is the behavioral system with the BARS format. As shown in the Appendix, COBCO Enterprises uses a form that is divided into sections that reflect the eight expected behaviors that contribute to the company’s culture and overall strategy. Each section has a rating scale based on the traits of an employee that exemplifies the expected behaviors on the top and the description of one that does not display these behaviors on the bottom. The evaluation is based on a 360-degree performance appraisal. The raters include the supervisor, the employees that report to the ratee, and the ratee him/herself. The supervisor and the ratee sit down and discuss all three sources of evaluation and determine if any misalignment has occurred.A good performance appraisal format has five dimensions: employee development potential, administrative ease, employee research potential, low cost, and high validity (Gerhart
PERFORMANCE APPRAISALS4et al., 2016). COBCO Enterprises’ policy adheres to most of these dimensions and therefore is adequate. The company’s format offers a high amount of feedback on performance, which means that the employee development potential is very high as well (Gerhart et al., 2016). A certain degree of administrative ease exists with this format, since the company is used to the procedures. However, it is time-consuming to complete a full 360 evaluation, interviewing subordinate employees prior to bringing the results to the performance evaluation with the ratee. This is one area that may be considered for improvement. At present, subordinate employees areinterviewed in person for feedback on the ratee. One suggestion for change could be to gather information through electronic surveys instead. This would save on time and labor costs, while increasing efficiencies.

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