Comprehensive Performance Management

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The senior leaders at Matrix have asked your supervisor, Annalise, Director of Human Resources, to ensure that a formal document regarding your project of developing a new performance appraisal plan is ready in 1 week. What they want to see is all of the research that you have conducted regarding this process. They want to be fully informed and have again spoken about the trust that they have placed in you. This is quite a complement coming from this group.

Annalise speaks to you about this and praises you for following her 3 key guidance points that she provided to you last week. You developed a detailed Key Assignment first draft. You are very motivated by her comments and those of the senior leaders and are ready to complete this project.

Annalise notifies you that what you will now be preparing is your Key Assignment final draft. She states that you need to add some additional researched information to this document as requested by the senior leaders. This additional information must be detailed. This will be added to your previous document and would make your Key Assignment final draft, titled Comprehensive Performance Management Document. You definitely realize the significance of this assignment.

You also acknowledge the fact that the Key Assignment final draft must flow in a logical and coherent structure with a strong introduction and conclusion.

You initiate research on the additional requested information that must include the following:

  • Ethical and legal dilemmas associated with "potential bias" within performance appraisal systems
  • Court case studies (e.g., Albemarle Paper Co. v. Moody)
  • Absence of adverse impact
  • Why formal evaluation criteria will ensure a reduction in rater bias and increase legal compliance

Submission of the Comprehensive Performance Management Document:

  • Review the entire document for any changes and improvements you would like to make.
  • Ensure this final version of the document is sufficiently detailed to fully meet the assignment requirements for each part of the course.

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Running Head: Performance Management Temeaco Sisco Managing Employee Performance December 13, 2017 1 Performance management 2 Introduction Performance appraisal refers to the judgment of previous performances of a business and checking out whether the employee's behaviors meet the expectations of the set objectives. The performance management focuses not only on the yearly events but also the ongoing daily performances and process. Scientists have agreed that the annual report employee evaluation has been realized as a painful and difficult process to both the managers and directors. This is as a result of lack of operational outcomes as there are no set plans for performance appraisals systems. In addition, the misallocated bonuses, a condition demonstrating a case where managers and employees have gained compound advantages assessments but the objectives and goals are not reflected in the organizational system. When this situation occurs the company is in a situation to lose millions but still will struggle to provide advantages to its employees and managers. Emotional charge and pain Managers and employees are subject to high levels of stress which becomes the main issue to be put under attention as they are aware that the end results of the appraisal are destructive rather than being constructive. The major reason triggering this problem is that, there are limited procedures, objectives, and evaluations and does not depend on the measured standards of evaluation. The future of the workers is currently unpredictable and the managers' willingness is also in contemplation. It prevents the emotional stress of both the workers and put them in an extremely meager state which triggers the detailed assessment of the worker's performance. Performance management Herman 2009, illustrates clearly where the performance appraisal fails to be well communicated, employees and managers result in discussions at low levels of self-confidence altogether. This arises wherever there are no regulations and rules set out to oversee the performance appraisal process and the expected outcomes. However, this prospect is very uncommon hence workers find it effective to plan salaries, the promotion and any other issue that affects the employees. The employees tend to be the most influential in the discussion and it does not show out to manager's expectations in successive year. It results to a favorable condition for ruling concerning the enactment goals propagating organization of a distinct assessment scheme. Annual staff meeting is very limited which makes it very difficult to outline the records of the general year for both managers and employees. As a result, both parties come together painfully and ill-prepared with minimum content which hinders a fruitful discussion. This challenge makes the appraisal very difficult frustrating the involved managers and employees. The executed appraisals never coincide with the performance periods and results to poor timing in drawing the administrative purposes. Enactment reviews, since are never programmed meager feedbacks of discussions are obvious and it lacks prominence how it was done to attain the roles of the institution. Ordinary product of management performance The presentation product surges efficiently in any organization if the performance appraisal is implemented effectively with the expected objectives associated with both operational and strategic policies. In case business fails to obtain 3 Performance management the objectives it is expected to get a negative enactment assessment without moderation of conditions. Entire practice of enactment controlling results to management of the business as well as the product. Workers who attain laid business goals and objectives are compensated with advantages for supreme role in the institutional strategies. Motivational theories Alderfer's ERG theory- This theory is classified into; Needs of growth: takes into consideration competence and recognition of capacities. Needs of existence: takes to consideration needs that are physical. Needs of relatedness: involves satisfaction This concept is associated with Maslow which is viewed as bowed to 3 levels through its considered rational. For example, sex can't be considered as the Alderfer's model is not on individual existence. According to Alderfer, it's believed that higher needs of the employees and managers become more intense when you start satisfying them. This is because the more power you get and obtain becomes more addictive. The influence of this theory on businesses In any business institution, not everyone will be motivated to the same level by the same issues as bit depends on the worker's position in the individual development scale. On the other hand, administrators on the top tend to be inspired by apprehending self-progress other than needs of existence. Theory of acquired need- The theory states out that some needs require more life experiences. 4 Performance management -Since the employees and managers do things themselves, they have the need for achievement. Theory of cognitive theory- concerned with two motivational classifications i.e. the intrinsic and extrinsic -Intrinsic motivators: include responsibility, competence, and achievement. They result from real enactment of specific task. -Extrinsic motivators: include the working condition, feedback, pay, and promotion. Result from individual surrounding and are controlled by others (William, et.Al, 1984). Influence of the theory to business Most individuals who are intrinsically motivated tend to perform performances and satisfaction of their own. For instance, where they feel that they are doing a task due to pay, working conditions, and some extrinsic circumstances, they may end up losing motivation. The reinforcement theory- B.F. Skinner illustrates the effects of a certain behavior on future occurrence a term called Operant Conditioning. It appears in four forms; negative and positive reinforcement, punishment and extinction. Both 5 Performance management extinction and punishment weaken the behavior while negative and positive reinforcement makes the behavior strong. Ethical and legit issues Performance appraisals differ from one state authority to the next level. The principle of fairness and equity must be cherished in good faith in employees hence assessing the process. They cannot be used to segregate and discriminate workers terms of gender, race, religion, marital status, disability and their sexual preference. In any institution, performance appraisal must be supported by evidence, fair and various examples. The compliance audit This refers to the inclusive review in an organization to stick to the regulations and rules. Accountant, IT, Security and all other related consultants evaluate the strength and effectiveness of the compliance preparations. Conclusion The institutional highly qualified employees are directly proportional to the business performance; which include employee retention, productivity, levels of safety and profitability and customer metrics (Charles, 2000). 6 Performance management 7 Reference Aguinis, Herman. Performance Management. Upper Saddle River, N.J.: Pearson Prentice Hall, 2009. Print. Ashdown, Linda. Performance Management. Print. Berman, Evan. "How Useful Is Performance Measurement". Public Performance & Management Review 25.4 (2002): 348. Web. Cadwell, Charles M. Performance Management. New York: American Management Association, 2000. Print. Glueck, William F, and Lawrence R Jauch. Business Policy And Strategic Management. New York: McGraw-Hill, 1984. Print. Halachmi, Arie. "Performance Measurement, Accountability, And Improved Performance". Public Performance & Management Review 25.4 (2002): 370-374. Web. Halachmi, Arie. "Performance Measurement, Accountability, And Improved Performance". Public Performance & Management Review 25.4 (2002): 370. Web. "PERFORMANCE MANAGEMENT Development Review 5.5 (1992): n. pag. Web. IN PRACTICE". Management
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Running Head: COMPREHENSIVE PERFORMANCE MANAGEMENT

Comprehensive Performance Management
TemeacoSisco
Institution Affiliation
12/20/2017

1

COMPREHENSIVE PERFORMANCE MANAGEMENT DOCUMENT
Introduction
Performance appraisal refers to the judgment of previous performances of a business
and checking out whether the employee's behaviors meet the expectations of the set
objectives (Toppo, 2012). The performance management focuses not only on the yearly
events but also the ongoing daily performances and process. Scientists have agreed that the
annual report employee evaluation has been realized to be a painful and difficult process for
both the managers and directors. This is as a result of lack of operational outcomes as there
are no set plans for performance appraisals systems.
In addition, the misallocated bonuses, which are a condition demonstrating in the case
where managers and employees have gained compound advantages assessments but the
objectives and goals, are not reflected in the organizational system. When this situation
occurs the company is in a situation to lose millions but still it will continue to struggle in
order to provide advantages to its employees and managers (Carr& Kline, 2016).
Emotional charge and pain
Managers and employees are subject to high levels of stress which becomes the main
issue to be put under attention as they are aware that the end results of the appraisal might be
destructive rather than being constructive. The major reason triggering this problem is that
there are limited procedures, objectives, and evaluations and does not depend on the
measured standards of evaluation. The future of the workers is currently unpredictable and
the managers' willingness is also in contemplation (Ashdown, 2002). It prevents the
emotional stress of both the workers and puts them in an extremely meager state which
triggers the detailed assessment of the worker's performance.
Aguinis (2009), illustrates clearly that where the performance appraisal fails to be
well communicated, employees and managers result in discussions at low levels of selfconfidence altogether. This arises wherever there are no regulations and rules set out to

2

COMPREHENSIVE PERFORMANCE MANAGEMENT DOCUMENT
oversee the performance appraisal process and the expected outcomes. However, this
prospect is very uncommon hence managers find it effective to plan salaries, the promotion
and any other issue that affects the employees. The employees tend to be the most influential
in the discussion and it d...


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