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Performance Evaluations

Performance Evaluations. Name: Rylar Masco Date : 3/23/13. Benefits of Performance A ppraisal S ystems. The optimal results of performance appraisal is the identification of factors limiting performance and this leads to:

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Performance Evaluations

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  1. Performance Evaluations Name: Rylar Masco Date: 3/23/13

  2. Benefits of Performance Appraisal Systems The optimal results of performance appraisal is the identification of factors limiting performance and this leads to: • Improved organizational effectiveness and performance (Schraeder et al, 2007) • Increased employee productivity • Determination of training needs • Promote communication • Reinforce desired behavior • Assist in achieving organizational objectives (Pettijohn et al, 2001)

  3. Pre Appraisal Activities Activities carried out prior to performance appraisal to promote effectiveness include: • Planning (Shaw, 1990) • Documentation • Reviewing past appraisals • Work standards • Communicate the performance appraisal system

  4. Post Appraisal Activities Activities carried out after the appraisal itself include; • Post appraisal meeting • Report lessons learned (Information Technology Association, 2011) • Developing actions plans • Setting new targets • Recommendations report

  5. What Can Go Wrong When Giving Feedback Mistakes that negate the purpose of performance appraisals include: • Concentrating on an individual instead of their job activities (Zaineb, 2011) • Sugarcoating negative feedback • Generalizing feedback • Feedback is only provided on an annual basis • Use of provocative language

  6. Steps When Delivering a Performance Appraisal • Preparation • Assessment • Reviewing documents • Ensure setting is appropriate (Six Steps, 2007) • Ensure clarity in delivery • Encourage employees

  7. Benefits of Employee Empowerment • Benefits are classified into individual and organizational • Individual benefits include improved skills, knowledge and capacity to accept change (Greasley et al, 2008) • Organizational benefits include increased customer satisfaction, productivity and performance.

  8. Research on Effectively Assessing Team Performance • Research on measures to assess team performance conclude that assessment involves determining what should be done and then a checklist is developed to assess whether the outcomes required have been achieved • Research provide that team effectiveness is determined by assessing team inputs, processes, and team outputs.

  9. Strategy for the Company to Adopt to Assess Team Performance • Kilvington & Allen (2001) provide a checklist that can be used in assessing effectiveness in team performance and identify what works best for a particular team • The checklist evaluates: • Team goals • Results and productivity • Team skills • Team operation • Team structure

  10. Differences Between Evaluating Team Performance and Individual Performance Team performance assessment and individual performance evaluation differs in the following ways: • Parameters: individual assessed based on job description team assessed on team goals (Wicks, 2011) • Outcome: individual is assessed separately while team is assessed as a whole • Goals: individual is assessed based on contribution to the team

  11. Reasons for Adopting Succession Planning • Assure business continuity • Identification and preparation of future leaders • Cover future business needs • Retention • Opportunities for internal growth • Eliminate skills gap in the workforce • Reduction in recruitment cost • To address organizational changes

  12. How Succession Planning Can be Used by The Given Company Succession planning can be used in: • Determining future organizational needs • Selecting candidate of choice (Nayab, 2010) • Employee development • Timing

  13. Succession Planning Process • Identifying long term organizational direction • Analyze gaps • Identify talent pool • Develop succession strategies • Implementation of strategies • Monitoring and evaluation

  14. Conclusions • The report identifies benefits associated with performance appraisal where the main benefit was increased performance. • Pre and post appraisal activities whereby planning was determined to be essential • Problems in providing showed that clarity is important • Succession planning develops new talent and ensures business continuity

  15. Recommendations • The managers should ensure that performance appraisals are effective by adequately planning the systems and ensuring evaluators are adequately trained. • Challenges in providing feedback can be eliminated by clearly communicating the appraisal using simple language • Succession planning provides numerous benefits thus the process should be adequate prepared by identifying skills and knowledge requirements and then ensuring that effective strategies are used to impact desired attributes. Requirements should be identified early enough to ensure sufficient time in training the successor.

  16. References • Schraeder, M., Becton, J. B., & Portis, R. (2007). A critical examination of performance appraisals: An organizations friend or foe? The Journal for Quality and Participation, 30(1), 20-25,47. • Pettijohn, L. S., Parker, R. S., Pettijohn, C. E., & Kent, J. L. (2001). Performance appraisals: Usage, criteria and observations. The Journal of Management Development, 20(9), 754-771. Retrieved from http://search.proquest.com/docview/216362803?accountid=45049 • Shaw, B. (1990). Employee Appraisals, Discrimination Cases, And Objective Evidence. Business Library. Retrieved On December 14, 2011 From http://findarticles.com/p/articles/mi_m1038/is_n5_v33/ai_9064228/pg_5/?tag=content;col1 • Information Technology Association. (2011). Chapter 5: Post appraisal activities. Global spec. retrieved on December 14, 2011 from http://www.globalspec.com/reference/79102/203279/chapter-5-post-appraisal-phase-activities • Zaineb, A. common mistakes managers make while giving feedback. Comm Lab India. Retrieved on December 14, 2011 from http://blog.commlabindia.com/elearning/mistakes-while-giving-feedback

  17. References Cont. • Six Steps To Successful Performance Appraisals. (2007). The Gateway. IQPC Training. Retrieved On December 14, 2011 From Http://Www.Iqpc.Com/Uploadedfiles/Training/Asia_training/The_gateway/Article1_jan_hr.Pdf • Greasley, K., Bryman, A., Dainty, A., Price, A., Naismith, N., & Soetanto, R. (2008). Understanding empowerment from an employee perspective. Team Performance Management, 14(1), 39-55. • Kilvington, M. & Allen, W. (2001). A Checklist For Evaluating Team Performance. Landcare Research. Retrieved On December 14, 2011 From Http://Www.Landcareresearch.Co.Nz/Research/Sustainablesoc/Social/Teams_evaluation.Asp • Wicks, D. (2011). Differences Between Individual & Team Performance Evaluations. Small Business. Retrieved On December 14, 2011 From Http://Smallbusiness.Chron.Com/Differences-between-individual-team-performance-evaluations-24907.Html • Nayab, N. (2010). The need for succession planning: where do you begin? Bright hub. Retrieved on December 14, 2011 from http://www.brighthub.com/office/human-resources/articles/95302.aspx

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