Description
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: COMPREHENSIVE PERFORMANCE MANAGEMENT
Comprehensive Performance Management
TemeacoSisco
Institution Affiliation
12/20/2017
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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
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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...