Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
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...
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
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
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
Trending analysis through a balanced scorecard methodology is used to evaluate the level of performance of each practice relative to another based on patients served, costs, and support costs. The use of balanced scorecards as part of the strategic planning process in healthcare organizations is a best practice that delivers insights and intelligence that drives ROI strategies (Niles, 2010). This is certainly the case with the healthcare organization interviewed. 3.
Management Functions Management Model This paper is divided into three parts. The first part discusses the implications of the four functions of management model for today's managers and defends why these four functions are still applicable to each and every role of a manager in today's challenging business environment. The second part explains the importance of sustainability efforts for an organization and their impacts on the job responsibilities of a manager. It
Management Functions If one takes the broad generalization of the mega-environment (general environment); one finds the conditions and trends that make up the organizational culture or even the society in which one operates. This term actually encompasses a number of similar and disparate factors. The technological part of the environment tends to focus on knowledge; the economic element the means of production, distribution and consumption of wealth; the legal-political element focuses
Another difficulty is raised by the nature of the environment in which the leadership function is exercised. The medical field is a traumatizing one, in which people need not only follow their professional desiderate, but also cope with the drama of human death on daily basis. This makes it significantly more difficult for the leader to motivate his staff. Within a general business context, the employees deal with numbers, commodities,
management function organizing meet goals businesses today. Write a paper considers strategic role human resource management driving organizational performance. General Motors: Case assignment Over the course of the recent economic downturn, General Motors has had to fundamentally alter its way of doing business and its managerial structure. In the past, despite occasional efforts to reconfigure its outdated organizational operations, "the inability or unwillingness of management to recognize and respond to the
Cultural Comparisons and Management Functions This paper examines cultural comparisons and discusses how an American manager carries out management functions in the process of supervising German employees. With respect to individualism vs. collectivism, both Germany and the U.S. score high in individualism, that is, the degree to which individuals further their own interests. However, according to Hofstede's model of cultural dimensions, Germany's score of 67 ranks far enough below the U.S.