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Human resource management in performance appraisal

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Introduction

GROUP 6 Shumaine Lyons Indira Lakhram Charles Kumi Oheme Jean Kumar Introduction Of Performance Appraisal The history of performance appraisal dates back to the early 20th century, it is traced to the pioneering time and motion studies of guy name Taylor. Performance appraisal began as simple methods of income justification. It was used to decide whether or not the salary or wages of an individual employee was justified. What is a performance appraisal? Performance appraisal is a measurement of specified areas of an employee's performance. It tend to view the an employee's work performance as a yearly ritual in which a manager or supervisor fill out form of each of their employees in their department, then it is presented on an one on one (manager, subordinate, or supervisor) with the employee. In an appraisal, managers are instructed to discuss an employee performance. It would include area that is positive and negative (areas that needs improvement). In an appraisal managers must conduct performance appraisals as one of their administrative duties. There are some advantages and disadvantages when it comes to performance appraisal. Some advantages that performance appraisal can be helpful for are helping managers and employees focus on the goal and achievement of an organization, for example, giving the company a good names when it comes to promotion, hiring process and incentive. It also helps the organization motivate people and link rewards to their employees. ...read more.

Middle

Exposure of any weaknesses in the recruitment and selection process; > Increased involvement of supervisors in personnel management issues such as training, promotions, and transfers for their employees; > Encourage increased self-understanding among staff as well as insight into the kind of development activities that are of value; > Clarify organizational goals so they can be more readily accepted Feedback Feedback is very important in performance appraisal; it prepares employee's performance in a positive or negative way. When managers give an employee feedback about their performance. Managers must follow certain steps when giving an employee feedback. Managers must follow common practice, praise effective performance, focusing on problem solving, and talking to the employee about behavior and how to resolve them. For the reason, managers should create an open dialogue between the manager and the employee and ask the employee questions and concern about the feedback, and managers and employees can work together to solve performance problems in an atmosphere of respect and encouragement. Manager should keep their criticism about an employee to minimum, for the reason that it can damage an employee appraisal. Also manager should set specific goals for their employees and give them follow-up meeting every six month until a year. This is an important policy that organization should follow. If organizations don't provide annual feedback on the basis of a employees performance it can prevents employee advancement in other department in the organization, notifying an employee improvement in areas that needs satisfactory, and the finally reason it gives an employee initiative of what the manager want to expect when conducting their next performance appraisal. ...read more.

Conclusion

The performance of an employee in such a case is unlikely to improve and may deteriorate even further. Appraisers should not confront employees directly with critism. They should aim to let the evidence of poor performance emerge' naturally' during the course of the interview. This is done by way of open-ended questioning techniques that encourage the employee to identify their own performance problems. If an appraiser can get an employee to voluntary admit their faults, half of the battle is won. The technique is useful because it is more likely to promote discussion and agreement on the need for change. Confrontation technique tends to lead to denial and resentment. > Ownership of Problems The most powerful aspect of self-auditing process is that employees are more willing generally to accept personal 'ownership' of problems that have been self-identified. This sense of ownership provides an effective basis for stimulating change and development. There are individuals who will not admit to anything that appears to reflect poorly on them. In such cases appraiser has no choice but to confront the poor performer directly and firmly with the evidence they have. In providing any feed-back especially negative feedback-appraisers should willing and able to support their opinions with specific and clear examples. Vague generalization should be avoided. The focus should be job-related behaviors and attitudes. If a specific observation cannot be deported by clear evidence, or touches on issues that are not job-related, it is best to exclude all mention of it. Appraisers must carefully scrutinize their own perceptions, motives and prejudices. ...read more.

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