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A performance appraisal is a regular review of employee job performance and contribution to organizational objectives. In many cases, performance appraisals are conducted at the end of the year to evaluate employee performance, as well as set performance for the next year. For this assignment, you will evaluate another function of HR and management and its contribution to effective performance management. Prior to beginning work on this assignment, read the article Adapting the Performance Appraisal Process to Meet the Needs of the Modern Workplace (Links to an external site.)Links to an external site..In your paper,Discuss how performance appraisals are a function of HR and management.Analyze the basic components of an effective performance appraisal.Explain how performance appraisals can contribute to organizational goals and objectives.Explain the advantages of performance appraisals and how they contribute to effective training and development.Explain potential forms of discrimination based on labor laws and regulations when conducting a performance appraisal.The Performance Appraisal paperMust be two to three double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center’s Links to an external site.Must include a separate title page with the following:Title of paperStudent’s nameCourse name and numberInstructor’s nameDate submittedFor further assistance with the formatting and the title page, refer to APA Formatting for Word 2013 (Links to an external site.)Links to an external site..Must include an introduction and conclusion paragraph.Must use at least two scholarly, peer-reviewed, or credible sources in addition to the course text.Must document any information used from sources in APA style as outlinedLnks to an external site.Must include a separate references page that is formatted according to APA style as outlined in the Ashford Writing Center.
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Adapting The Performance
Appraisal Process To Meet The
Needs Of The Modern Workplace
John Feldmann Forbes Councils
Forbes Human Resources Council CommunityVoice
POST WRITTEN BY
John Feldmann
Communications Specialist for InsperityRecruiting Services, specializing in employment branding and
recruitment marketing.
Shutterstock
As the end of the year approaches, many of us are facing the dreaded
performance appraisal process that punctuates the year’s end and sets
performance goals for the next. It wasn’t long ago that a number of reputable
companies started abandoning performance reviews, citing such reasons as
they’re time-consuming for both employees and managers, they can negatively
affect employee morale and they don’t significantly impact performance.
Employers such as Motorola, Deloitte, Microsoft, Adobe, Accenture and GE all
jumped on the bandwagon, electing to ditch performance reviews in favor of
more frequent one-on-one meetings with managers in an effort to provide
feedback and keep employees on task.
As an employee of a company that continues to utilize annual reviews, and assist
clients in their employee review process, I understand their value. If administered
correctly, performance reviews can drive employee growth and departmental
success. However, there are several who feel they’re just not a good use of time.
Perhaps for many employers, the process is simply in need of repair, with the
problematic areas requiring a bit of tweaking. For those companies that have
always incorporated performance appraisals into their end-of-year process,
eliminating the practice may not be necessary if the kinks can be worked out
enough to yield positive results. Let’s take a look at some ways in which the
performance review process often falls short, and how to remedy them.
Problem: There can be a lack of consistency in the evaluation process among
management.
Solution: What one manager sees as excellent work, another views as just
getting the job done, but not going above and beyond. While some managers see
high marks as reward for a job well done and motivation for continued excellence,
others see average or lower marks as even better motivation for employees to
improve performance and surpass what they’ve already accomplished. Employers
should provide training to managers on completing performance reviews. This
shouldn’t be a one-time introductory lesson, but an ongoing, yearly review
session to ensure that despite differentiating management styles and
personalities, performance ratings and evaluations remain consistent.
Problem: Often, evaluation criteria aren’t tied to measurable outcomes.
Managers are asked to rate employees on “customer service” or
“communication,” leading to confusion as to what constitutes a good versus bad
rating.
Solution: Managers should set employee goals linked to quantifiable results or
goals. This doesn’t necessarily have to be in the form of hard numbers. Obviously,
revenue-generating jobs require metrics. However, too often, hours are wasted
trying to tie numbers requirements to non-revenue-generating jobs that don’t
utilize them. Managers should be able to determine how well employees
accomplished their job duties in a given year and what is necessary for
improvement the following year. Employees must then figure out how to achieve
this improvement in order to meet these goals for their next review.
Problem: Some employers use performance appraisals as a method of “weeding
out” low performers.
Solution: A solid recruiting and screening process should prevent low
performers from being hired in the first place. Of course, the occasional bad apple
may slip through the radar of even the best hiring manager. But if the right due
diligence is completed in the preliminary stages of hiring and managers are
working regularly with employees on assigned tasks throughout the year, there
should be no need for completing yearly checks of employees’ work output simply
to rid the company of weak links.
Problem: Performance reviews focus on the past, looking back at employees’
completed work — and only once a year.
Solution: The past is past, and what’s done is done. In order to be truly effective,
managers must look ahead at attainable goals for the upcoming year and consider
how employees can accomplish them. This can only be done through regular one-
on-one meetings between the manager and employee throughout the year in
order to monitor his or her progress and determine what changes should be made
in order to achieve the goals previously set. Once-a-year meetings looking
backward will not achieve the same success as weekly or monthly meetings
looking ahead.
Problem: The traditional manager/employee corporate structure is less
common in today’s workplace, making employee performance appraisals more
difficult.
Solution: There are far more rungs on the corporate ladder in today’s workplace
than in previous years. Many employers are abandoning the traditional
boss/worker hierarchy for a more fluid, project-based structure, emphasizing
teamwork in an open-office environment. A few years ago, Zappos took it a step
further when it announced it was eliminating all management positions, opting
for a holacratic structure that assigns employees to multiple circles, each
performing certain functions. The result is increased difficulty in one manager
evaluating an employee’s performance. Employers may remedy this by allowing
for peer evaluations and self-evaluations, enabling employees to measure each
other’s performance, as well as their own, as they complete goals and projects
throughout the year.
The performance appraisal process may be flawed, but not altogether broken. In
today’s ever-changing workplace, the annual review should be flexible and able to
adapt to changes in modern corporate structure. Additionally, employees must
receive feedback far more often than once a year in order to ensure they’re on
track to achieve performance goals. A rigid, formal, yearly performance review
developed to evaluate an outdated employer/employee relationship will fall short
in accurately measuring employee accomplishments and setting achievable future
goals. However, if employers adapt their performance appraisal process the way
they adapt their corporate structure, company culture and employee retention
strategy, they will find it far more effective in accomplishing its intended purpose,
as well as more widely accepted by both employees and management.
Forbes Human Resources Council is an invitation-only organization for HR
executives across all industries. Do I qualify?
John Feldmann Forbes Councils
Communications Specialist for Insperity Recruiting Services, specializing in employment
branding and recruitment marketing.
Forbes Human Resources Council CommunityVoice
Forbes Human Resources Council is an invitation-only, fee-based organization for senior-level
human resources executives across all industries. Find out if you qualify a… Read More

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