The process of managing employee performance is rated among the most important tools in management that influence how employees grow as well as the development of the organization significantly. An effective process for performance management is helpful for Human resource managers to establish clear expectations of performances through which employees can easily comprehend what their jobs expect from them. It also acts as an individual accountability reinforcement tool for managers to ensure that their goals are met and employee performances are evaluated. Therefore, one would be compelled to ask, is there an ideal process of performance management suitable for any type of organization? Yes, there are a few critical aspects that should not miss in one.
Considering Modern Office Supply’s performance management process, important features were amiss. Firstly, for example, most organizations would often utilize a performance management approach based on the type of industry and also the employees’ numbers. This company however still uses one that was implemented when the company was half its current size. Secondly, there is a lack of planning. The business owner Hector has been overwhelmed by the number of managers. Without assessment and limited performance discussions, and the setting of challenging and SMART goals are bound to the setting of easily achievable goals- a display of employee disinterest. Third is lack of implementation. There is no training for the supervisors making these individuals miss out on the bigger picture. Fourth, because of lack of proper policy for employee discipline, Fatima cannot fire any employee performing poorly because the improperly filled appraisals say otherwise; she is let to pick up slack for Ben- a poor performer. Lastly, there is a lack of appropriate assessment. Employees receive positive appraisals but are not true while some have unsigned appraisal forms.
Improving the quality of Modern Office Supply’s process would require clearer objective and goal setting, more focus on training, conducting timely and regular appraisals, frequent communication, as well as questions and feedback in real-time. Setting goals that are achievable, measurable, specific, time-bound and realistic, they own up to their responsibilities, therefore encouraging them to maintain the discipline needed to deliver. Questions, reviews and timely feedback would help in the evaluation of salary levels, employee benefits, work environment and much more. This is translated into knowing what is of value to the employees making sure they are satisfied. Several meetings, what Hector-the business Owner- calls personal touch is what increased team cohesiveness in their initial company years. Losing this touch has distorted teamwork in the company and is the reason for diminished morale and dissatisfied whispers. A disciplinary policy helps keep each employee accountable for what they do and will counterintuitively help in keeping the employees’ morale up.
The performance appraisals (PA) are systematic processes meant to observe, identify, measure and record the employees’ relevant job weaknesses and strengths. It can be a motivation tool for employees if they are perceived as fair and accurate. However, this company’s PA uses unacquainted raters (the supervisors) to use general impressions in rating, for example, the driver who received a rather positive rating but had late deliveries and rude behaviour. There is no way such an employee would improve hence, the company suffers at large. The drive to keep the PA forms simple and less time-consuming leads to the consideration of performance based on short periods. The entire employee’s period at the company should be considered or this increases degrees of inaccuracy. Kelly, Rosa’s supervisor appraised Rosa saying that she had only been in the company for one year and implied that people she apprised highly had stayed longer. This kind of stereotyping increases biasness, it is not an adequate appraisal base and is not far from workplace discrimination. Therefore, to improve the PA form for this company, its objectives should be made clear that is, should be timely and specific. This ensures fairness and a win-win situation for both the organization and employee. The form’s reliability needs to improve hence, dates and consistency should be introduced. Training for the evaluators should be given regarding the appraisal principles and procedures to avoid errors made by the supervisors. The unsigned forms are a clear indication of a non-participatory PA. Hence, feedback and engagement are equally important as ratings should be disseminated to both raters and employees. The PA form for the company is the same for all nonexempt employees, therefore, a tailor-made one increases accuracy and justice for the whole process. One other additional critical step is the post appraisal meeting or interview that helps to know where the individual is experiencing difficulties and recognize their training needs….
I would use graphic scale rating but increase the comments section for the raters to give reason backing up their choices. This will ensure understanding of status by the employees. The following is the revised form for the driver:
Employee Name……………………………………………………..Job Title………………………………………………… Department……………………………………………………………..
Start of employment date……………………..Date today……………………..
Above Average Performance
Behavior towards others
Managers should be appraised in a more detailed manner since they are the leaders of the team. Therefore, outside feedback from individuals assigned to them and/or their fellow managers will be critical. If the manager’s team was poorly rated then this will be translated to the manager’s appraisal as well. In turn, managers will be forced to be on toes to ensure their workforce is developed. This method of appraisal is suitable for a growing organization with a large management team such as this one.
Figure 1 is a PA form that includes critical elements such as dates and comments sections that back up the raters’ choices. These are important to ensure the employee understands where she stands and where she needs to improve and may even go further to include how they can improve.
Figure 2 and figure 3 are examples of a mixed scale PA. It is easy to fill and consumes less time. They are tailor-made for each individual to gauge their performance and also be rated by individuals in-charge. In this way, development for the employee is encouraged and specific areas of improvement are pointed out. The three forms are based on behavior directly correlated to their job specifications as compared to generalizations made in the PA forms in Hector’s Company.
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