The Different Styles of Appraisal Processes Businesses Use Today - Essay Example

?Topic of the of the There are varied approaches of business appraisals used by human resource managers of companies or organization these days. This depends on the nature, operation, extensiveness, and the goals but often aimed at improving the performance of the organization to make it more collaborative and goal-oriented. It is also in accord to the management’s interest to ensure that its human resources are able to maximize the opportunities to upgrade its skill through professional development and by advancing to new level of organizational management. Some of the performance appraisal methods applied by business sectors are as follows (Humanresources.hrvinet.com, 2013, p. 1): a. Critical incident method – the operational management records all specific incidents intentionally or by omission of duties to improve their performance (Humanresources.hrvinet.com, 2013, p. 1); b. Weighted checklist method – this is an approach where the performance of the employee is measured by through their job description to determine if they have performed effectively and ineffectively their roles and if their behaviours remained attuned to corporate policies (Humanresources.hrvinet.com, 2013, p. 1). c. Paired comparison analysis – this is an evaluation approach that made use of available relevant options based on what is provided in the list. The result is calculated and the score is determined by the values of score assigned in the provided option (Humanresources.hrvinet.com, 2013, p. 1). d. Graphic rating scales- is tagged as the oldest and most widely used employee’s performance. The management here has a list of criteria which served as checklist of the performance level of their staff (Humanresources.hrvinet.com, 2013, p. 1). e. Essay Evaluation method – in this performance appraisal, the management determines the strong and weak points of the staffs and is mostly patterned on the behaviour of the staff. The evaluation is qualitative in form and is also supported with graphic rating scale (Humanresources.hrvinet.com, 2013, p. 1). f. Behaviourally anchored rating scales – this format of appraisal is about rating human resources behaviours using some criteria or indicators to ascertain their effectiveness and ineffectiveness in the delivery of services. This is also supported with rating scale and critical incident reports in the performance of staff duties (Humanresources.hrvinet.com, 2013, p. 1). g. Performance ranking method --- this evaluation uses highest to lowest ranking performance. The management use the other companies’ condition as bases for comparative causes instead of comparing the staffs. This is undertaken, of course, with sets of standard as bases for comparison (Humanresources.hrvinet.com, 2013, p. 1). h. Management By Objectives (MBO) method – is another approach in assessing performance and use reward system in accordance to results to encourage workers to improve their performance (Humanresources.hrvinet.com, 2013, p. 1). i. 360 degree performance appraisal – is a method of performance that is done in confidence and in anonymity (Humanresources.hrvinet.com, 2013, p. 1). 10.Forced ranking (forced distribution) – this approach adopt the system of ranking employees using forced allocation such as proportionally sharing 10 or 20 % as at the highest performance level while 70 or 80% are either in the mid or low level of performance (Humanresources.hrvinet.com, 2013, p. 1). 11. Behavioural Observation Scales—this evaluative approach is anchored on scales of observation where relevant tasks are undertaken in a regular basis (Humanresources.hrvinet.com, 2013, p. 1). The Nature of Work Groups & Teams George and Jones (2005) pointed that the evaluating the human resources must be contextualized too on full knowledge of human resource’ diversity and some of their possible deviance so that the management can still refine their abilities to organizational l goals. Through this approach, the management can also strategize the organization’s socialization process in an institutional perspective and from individual perspective. As such, the organizational can design the teaming process, albeit limited resources, by composing the subgroups with consideration to their vastness of experience, risk mitigation and by their level of commitments. George and Jones (2005) define groups in accordance to their interactivity and their mutual goal; they could also be formal or informal groups. Formal work groups are either be command groups, task forces, teams and self-managed work teams while informal groups are either friendship or interest group. They can be institutionalized through the group models on forming, storming, norming, and performing, including adjourning (George & Jones, 2005). The group characteristics are determined by their size, composition, status, function, efficacy and social facilitation (George & Jones, 2005). The advantage of having a small group is that they are able to have regular interaction, hasten sharing of information, recognize the individuated contribution, easily affiliate their identification with the group, and attain higher group satisfaction. For larger groups, the benefits that can be deduced are availability of having more access to resources and they can divide labour (George & Jones, 2005). Of course, they needed to develop open communication and corporate behaviours to contribute to the attainment of their goals and to hasten meaningful and purposive discourse (George & Jones, 2005). The management must likewise deal with their efficacy, composition, ability to interrelate with the rest of the human resources, coordination of endeavours, maximization of resources, sharing of information and in developing effective strategies because these are fundamental factors in group effectiveness (George & Jones, 2005). Anent to this is the need to nurture their socialization processes to enhance performance of repetitive tasks and so as not to impair the performance in the delivery of difficult tasks (George & Jones, 2005). However, the organization must clearly be able to define its roles, rules, and norms to be able to regulate the behaviour of the members and to keep them aligned on systematic mechanism and policies that are present or are inherent in quality control management (George & Jones, 2005). Using corporate policies, the management will be able to ensure that members perform desired behaviours, control their behaviours at workplace, make it a regular process of evaluating individual performance, and provide information for new employees. The norms, on the other hand, will improve the exaction of compliance, identification, and internationalization of corporate values (George & Jones, 2005) and thus, anyone who have deviant possibilities can be changed, can be expelled, or can be changed to fit with the organization’s norm (George & Jones, 2005). The end point here to ascertain that members of the organization are able to maintain legal and ethical ways to sustain their interest within the company and outside the organization to also maintain corporate credibility and nurture personal responsibility. Training and Development Human resource management and organizational development require regulate updating of their core competency. Salvi (2013) explicated that training is part of the educational process to improve their cognitive abilities and to deepen their comprehension on emerging information, technologies, models, and skills to “reinforce existing knowledge and skills… and to improve their effectiveness at work (p. 1).” Salvi (2003) contended that effective training can express significant and purposeful information to improve their skills and behaviours at their workplaces. The purpose of training is to establish strategic impact to the organization and its operation to ascertain that all efforts of the human resources, by maximizing its knowledge and skills, will be considered productive and profitable for the organization (Salvi, 2003, p. 1). The locus of this matter is to enhance their skills and abilities whilst strengthening their commitments to be customer-focused and output-oriented in the delivery of their tasks and in improving their workplace behaviours (Salvi, 2003, p. 1). Managing for High Performance, Organisational Structures and Processes If the management becomes unhappy to the performance and behaviour of the workers, the management needs to delve into the system adopted in the operation and evaluate which needs changes or innovation (Nielsen, 2013, p. 1). Human resources must be composed in such manner or way that they are able to perform and advance a mutually beneficial endeavour for the company and for their selves. It is the duty of the management to ascertain that all systems and its workers are contributing to the attainment of organizational objectives. This can be done when its organizational structures and processes are attuned to desired organizational development and are addressing performance gaps or issues. Finding the right solutions to these concerns and upholding creative solutions to problems. High performing organization use team approach in all areas of human resource management: administrative, operational, performance evaluation, and in the delivery of collaborative services. As such, open communication, sustained improvement of skills and knowledge, nurturing organizational consciousness, customer-focused care, interdependence, risk management, strategic commitment, and high level of motivation are values that the organization must adhere to be able to maintain high performance and excellent organizational development (Wright, McMahan, & McWilliams, 1994, pp. 303-326; Schuler & Jackson, 2000, p. 1). Human resource managers must therefore illustrate too that they are able to understand the global changes and the impact of these matters to human resources and to organizational business operations. References George, J. & Jones, G. (2012). The Nature of Work Groups and Teams. In: Understanding and Managing Organizational Behaviour, 4rth Ed, US: Prentice Hall, pp. 10-670. Humanresources.hrvinet.com (2013), Performance Appraisal methods, HR Management, p. 1. Retrieved: http://www.humanresources.hrvinet.com/performance-appraisal-methods/ Ingram, D. (2013). Examples of Performance Appraisal and Objectives, Demand Media, Texas: Chron.com, p. 1. Retrieved: http://smallbusiness.chron.com/different-types-performance-appraisal-1904.html Nielsen, L. (2013). Organizational Structure and Performance, Demand Media, CHron.com, p. 1. Retrieved: http://smallbusiness.chron.com/organizational-structure-performance-3814.html Salvi, S. (2003). What is Training and Development? MA: Amherts College, p. 1. Retrieved: https://www.amherst.edu/offices/human_resources/training/whatistraining Schuler, R.S. and Jackson, S.E. (2000). Managing Human Resources, A Partner Perspective 7th Edn., London: Thomas Learning. Wright, P.M., McMahan, G.C. & McWilliams, A. (1994). Human resources and sustained competitive advantage: A resource-based perspective, International Journal of Human Resource Management, vol. 5, no. 2, pp. 303-326. Read More