Performance Management and Performance

Performance Appraisal and the Role of Hr

Role of HRM in Performance Management

The performance management process has to be connected with the HR processes for success to be realized. The performance management process has to be consistent with the business strategy and ensure that all the processes are managed top-down. In most cases, employees must be provided with the right feedback for them to appreciate the feedback and work on it. Normally, it is the role of the HRM in training managers to provide honest feedback concerning the performance of the employees. The role of the HRM is related to making the process transparent and clear. This means that the performance management process should be consistent in every department in the organization. The HRM ensures that the results of the employees are comparable as the outputs may be used in determining other HR processes (Dusterhoff, Cunningham, & MacGregor, 2014).

For the proposal brought forward by the HRM to be seen as relevant by the top management, then the HRM has to ensure that is fair and transparent. Similarly, the HR has to make the process as easy as possible by making sure that its focus is on collecting the most valuable information. As stated earlier, the HRM also trains the managers on the performance system. The management of the relationship between the employee and the manager is the role of the HRM. This is because poor performance reviews have the capacity of leading to a tense relationship between the manager and the employees. The other role of the HRM is to record and store performance reviews.

Trait, Behavioral and Results-Based Performance Appraisal Systems

Traits can be used as a standard in the appraisal system. Traits are usually characteristics that are possessed by an individual and include attitude, initiative, ethics, the loyalty of the employees, and the ability of leadership that an employee has. For example, in a situation where someone should be immaculately groomed or dressed in a certain way, the appearance can be used as part of the appraisal system.

The behavioral appraisal is different because characteristics define the traits are while behaviors define actions. However, HR managers must ensure that the behaviors of the employees are related to the performance that is being appraised. For example, organizational citizenship behavior can be used as part of the appraisal program when employees report to work on time, assist others with their work or go a long mile into remaining behind to finish a task that they had started without expecting any overtime pay.

Result-based appraisal system is the system that makes use of results attained by the employees in determining how well the employee can perform the tasks. The result-based approach can be used in complex jobs and there is no other way to achieve the desired results. For example, in sales, the issue of results come hand in hand as the employees are measured based on what they have achieved over a certain period of time in the sales department.

Suited Appraisal

There are many appraisal methods that would work for the case of Maersk. However, in my view, the behavior appraisal system is the best fit for this organization. This is because the organization thrives based on the actions of the employees that may include their speed of working as the organization deals with delivery services. In most cases, the quality of service offered by the organization is what determines if the organization will retain the customers or not. A graphic rating scale is the most suitable for use in this situation. I would use a scale of excellent to poor with an average employee falling in the middle. Similarly, the low performers lean towards poor while the high performers tend to lean towards excellent. The main advantage of the system relates to the ease in applying and interpreting in any organizational settings. It also saves time for the supervisors or the managers who are involved in the performance of the evaluation of the employees (Bernardin & Wiatrowski, 2013).

Rating Scales