Discuss the various problems human resource mangers faced in formulating human resource strategies/policies for their organisations with special reference to the article Involvement and Participation by Mick Marchington.

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Discuss the various problems human resource mangers faced in formulating human resource strategies/policies for their organisations with special reference to the article Involvement and Participation by Mick Marchington.

Human resource departments are beginning to adopt the "soft" side of human resource management where employees are more involved in their organisation. The old management style excluded or had very little involvement with their employees. Employees now have inputs in decision making and often giving ideas for organisational development. Once an organisation's objectives and strategies are determined, human resource management objectives are to evaluate on how to help the organisation achieving its objectives. The role of the human resource manager is to act as a contact between the employer and the employee. The human resource manager's job is to help employees achieve their set of criterions set by the employer. Achieving the organisation's objectives will depend on the success of formulating of policies and strategies by the human resource department/manager. The inability to do this means that the organisation will ultimately fail.

Performance appraisal is evaluating how well an employee is doing his or her job. The appraisal process identifies training and development needs for those who are insufficiently trained. The appraisal process is also used to link rewards by determining who achieved their objectives. The problem for human resource managers in performance evaluation is developing an effective and efficient appraisal process. A performance appraiser must be able to do the following for performance appraisal to be effective:

Discrimination - the appraiser must be able to discriminate between those who are contributing to the organisation and those who are not. Those who do not perform should not be tolerated. Those who are under performing should be assists to improve and if the problem persist corrective action such as transfer or demotion should be taken. Leniency is bad in appraisal because it will send the wrong message to employees that under performance are tolerated at the organisation. Those who performed should be rewarded accordingly.

Reward - when an organisation do not have a performance measuring system, they often reward seniority or some other factor that often have nothing to do with the achievement of objectives. The result is over rewarding those who are performance incompetence and the under rewarding those with superior performance.
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Development - the manager must remove any obstacle that prevents the employee from achieving maximum performance. Greater satisfaction in the employee is found in situations where the employee had participation in the appraisal process. Development must be emphasised when conducting appraisal. Employees performance appraisals are viewed as a report card rather than helping the employee's development so helping them relax and enjoy the evaluation process is crucial. Negative experiences will lead to oppositions of performance appraisal.

Feedback - discussing appraisal feedback to employees can be very stressful as it can lead some workers resenting their appraiser. Managers ...

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