Management Functions One of the Research Proposal

Excerpt from Research Proposal :



Should the outcomes perform well against the goals, then the performance appraisal process must undergo a re-evaluation. Theories about the underperformance of key outcomes can be matched against feedback from the appraisers and the employees. From that point, a course of action can be developed that will alter the appraisal process to better align it with its objectives. The final step in the control mechanism is the adjustment process. The new ideas must be incorporated into the existing appraisal system. These new ideas must then be tested to determine if they have been as effective as intended, or if they have even moved the outcomes further from the objectives. At this point, the manager is engaged in a feedback loop that exists to continuously improve the performance appraisal process.

Conclusion

Performance appraisals are often conducted poorly, and this has led to considerable criticism of the tool. There are three fundamental functions a manager can perform in order to avoid poor performance of their performance appraisal program. The first is planning. It is essential the management has a clear sense of the objectives of the program, both in terms of the program itself and in terms of its contribution to the organization's objectives. The second is implementation. The plans must be implemented as they have been determined, without deviation. Additionally, there are many subtle implementation tactics that can negate the best-laid plans. Avoiding this pitfalls will require significant soft skills on the part of the appraisers but can be supported with a strong training program. Lastly, a system of measurement and control must be established with respect to the performance appraisal system. Measures must be appropriate to the objectives of the program, and then the measures evaluated. A feedback loop allows management to continuously measure and improve upon their performance appraisal system. The ultimate goal of the system is to help support the organization's strategic goals. It is therefore imperative for managers to continuously ensure that the style, measures and other aspects of the performance appraisal system are aligned with those strategic goals.

Works Cited

Heskett, Jim (2006). What's to be Done About Performance Reviews? Harvard Business School. Retrieved November 26, 2008 at http://hbswk.hbs.edu/item/5563.html

No author. (2008). Performance Reviews. Carnegie Mellon University. Retrieved November 26, 2008 at http://www.cmu.edu/hr/hr_services/performance/reviews.html

Culbert, Samuel a. (2008) Get Rid of the Performance Review! MIT Sloan Management Review. Retrieved November 26, 2008 at http://sloanreview.mit.edu/wsj/insight/hr/2008/10/20/

No author. (2004) Performance Appraisal Handbook. United States Department of the Interior. Retrieved November 26, 2008 at http://www.doi.gov/hrm/guidance/370dm430hndbk.pdf

Murphy, Kevin R. & Cleveland, Jeanette. (1995). Understanding Performance Appraisal. Sage Publishing, Thousand Oaks, 1995.

Lloyd, Joan (2006). Implementation & Training Key to Success with New Performance Review Process. Chicago Job Resource. Retrieved November 26, 2008 at http://www.chicagojobresource.com/career_manager_04.htm

Heskett, Jim (2006). What's to be Done About Performance Reviews? Harvard Business School.

No author. (2008). Performance Reviews. Carnegie Mellon University.

Lloyd, Joan (2006). Implementation & Training Key to Success with New Performance Review Process. Chicago Job Resource.

Murphy, Kevin R. & Cleveland, Jeanette. (1995). Understanding Performance Appraisal. Sage Publishing, Thousand Oaks, 1995. pp 12-14

Sources Used in Document:

Works Cited

Heskett, Jim (2006). What's to be Done About Performance Reviews? Harvard Business School. Retrieved November 26, 2008 at http://hbswk.hbs.edu/item/5563.html

No author. (2008). Performance Reviews. Carnegie Mellon University. Retrieved November 26, 2008 at http://www.cmu.edu/hr/hr_services/performance/reviews.html

Culbert, Samuel a. (2008) Get Rid of the Performance Review! MIT Sloan Management Review. Retrieved November 26, 2008 at http://sloanreview.mit.edu/wsj/insight/hr/2008/10/20/

No author. (2004) Performance Appraisal Handbook. United States Department of the Interior. Retrieved November 26, 2008 at http://www.doi.gov/hrm/guidance/370dm430hndbk.pdf

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