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Human Resource Management

Extracts from this document...

Introduction

4/3/2007 Performance Appraisal A report on Bakersfield University Staff Appraisal schemes problem Acknowledgments "We would like to thank my professor, Mr. Robert Graham, for the valuable advice and support he has given me in the writing of this report. We would also like to thank our team members, for their encouragement, guidance and hard-work in making this report. Our deepest thanks go to our family, for their love, understanding and support." Summary / Abstract This study was to highlight the importance of performance appraisal and relate its significance to the case study. It was requested by Robert Graham It was requested on 4th March 2007 The investigation was done by The main findings were that the staff members were not happy with the current situation in the university and the new appraisal scheme received mixed reactions It was concluded that the Bakersfield did not implement Performance Appraisal system properly The recommendations are that the university should improve its Performance Appraisal scheme Contents Page 1. Introduction.......................................................................1 2. Literature Review..............................................................2 3. Methodology......................................................................11 4. Findings.............................................................................12 5. Conclusions.......................................................................13 6. Recommendations............................................................14 7. Bibliography......................................................................18 Introduction Background This report has been written because it was requested by our professor to have an analytical view Performance Appraisal schemes It was requested by Robert Graham It was requested on 4th March 2007 Objectives The objectives of this report are to highlight the importance of performance appraisal and relate its significance to the case study. Literature Review Performance appraisal is a regular, formalized and recorded view of the way in which an individual is performing in a particular job. ...read more.

Middle

Typically, the goals are established at the beginning of the appraisal period and measured at the end of the appraisal period. 4. Essay Method - In the essay method approach, the appraiser prepares a written statement about the employee being appraised. The statement usually concentrates on describing specific strengths and weaknesses in job performance. It also suggests courses of action to remedy the identified problem areas. The statement may be written and edited by the appraiser alone, or it be composed in collaboration with the appraise. This report has been written because it was requested by our professor to have an analytical view Performance Appraisal schemes Methodology Findings The theory aspect of Performance appraisal helped us understanding the case very well. It help us to get an inside view of various problem related to Performance Appraisal methods used by the university. The university was in the dilemma of decreasing number of lectures. University tried to overcome these problems by limiting the early retirement, exhorting them to complete their PhD's. The staff members were under a lot of pressure. In the end university as a whole decided to put two major schemes into place relating to performance appraisal; one was staff appraisal scheme and the other was an individual performance-related pay scheme. But the response to this change was mixed. Some were very positive to these changes & some were totally against it. There were disparate reactions to the individual performance pay scheme. Some were pleased that at last there was potential monitory recognition for the extra effort they put. There was no coordination or communication between the managers regarding the application of the scheme. ...read more.

Conclusion

If you have identified competencies or have comprehensive job descriptions, give people feedback on their performance of the expected competencies and job duties. The system will fail if it is an add-on rather than a supporter of your organization's fundamental direction and requirements. It must function as a measure of your accomplishment of your organization's big and long term picture. * Insufficient Information: Since 360 degree feedback processes are currently usually anonymous, people receiving feedback have no recourse if they want to further understand the feedback. They have no one to ask for clarification of unclear comments or more information about particular ratings and their basis. For this reason and for the points listed in the several bullet points following this one, developing 360 process coaches is important. * Focus on Negatives and Weaknesses: At least one book, First Break All the Rules: What The World's Greatest Managers Do Differently, advises that great managers focus on employee strengths, not weaknesses. The authors said, "People don't change that much. Don't waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough." * Rater Inexperience and Ineffectiveness: In addition to the insufficient training organizations provide both people receiving feedback and people providing feedback, there are numerous ways raters go wrong. They may inflate ratings to make an employee look good. They may deflate ratings to make an individual look bad. They may informally band together to make the system artificially inflate everyone's performance. Checks and balances must prevent these pitfalls. * Paperwork/Computer Data Entry Overload Traditional evaluations required two people and one form. Multirater feedback ups the sheer number of people participating in the process and the consequent organization time invested. ...read more.

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