Bus 642 Hr Matters and Concerns

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HR Matters of Concern “Performance Reviews” Benefit or Waste Jacquetta Brown
BUS 642 Business Research Methods & Tools
Instructor David Brownfield
January 22, 2011

Abstract:
In this study, the effect of performance reviews/appraisals and its relationship on HR decision making has been investigated. In order to test this theory, I used random sampling of 10 different data reports related to the pros and cons HR are faced with concerning performance reviews. Majority companies are reconsidering performance reviews therefore requiring thorough evaluation using outside consultants. Other companies find them a waste of time and do not do them because they are not done correctly. I was able to use data evaluation of decision theory and quantitative data collection through secondary data using public documents for this research.

Across the board HR managers are confronted with the uncertainty of the future for performance appraisals/evaluations/reviews and the scope to reform them effectively. They are supposed to be used to give employees feedback on their performance and inform them if improvement is needed however; they are also used to fire an employee. The research performed will address the hypothesis that performance evaluations are based on the HR management’s ability to develop, create and implement a performance tool which allows a manager to access staff based on specific job duties as opposed to opinion and bias resulting in a company success. Performance evaluations should include goals started, new goals, discussion of any problems or deficiencies that may be of concern, discussion of any successes of the employees, and suggestions for improvement along with how they can be implemented (the discussion of any tools, software, or procedures that would be beneficial in achieving goals or improvement. However, performance reviews cannot go along with the work environment or employees job. This in turn makes the supervisor judge employees performance rather than evaluate it so that their opinions of employee performance can be written quantitative and qualitative based on descriptive evidence and numerical support. Managers should avoid making common performance review mistakes in order to make the process more comfortable for employee and supervisor as well as productive and a useful experience. They should not spend too much time focusing on a single high-profile event whether negative or positive, keep good records on performance deficits which may have occurred earlier during the review period in case performance improves because employee knows review is coming up, don’t be overly general in all evaluations (making same comments, offering same advice, or not differentiating each employee) and don’t make all reviews overly positive avoiding negative feedback. Performance evaluations place a great emphasis on employee accountability for results in reaching the projected company goal. This emphasis requires staff to acquire the skills, behavior and values to sustain high performance. HR has to have a more strategic approach in developing resources that are key sources which help in obtaining the projected success of company through systematically identifying, using, developing and renewing core competencies that gives them a competitive advantage. The condition of performance appraisals are a sensitive issue for it presents challenges for HR managers dealing with the quality of service being intimately linked to the skills, motivation and commitment of the staff providing that service. The performance appraisals require the development of new competencies by skilled HR managers because they are associated with staff performance which frequently has an impact on staff morale. There are pros and cons relating to meeting projected goals, success and what will bring failure, high employment rate, high number of law suits, high staff morale, better attendance, healthier work culture, and high turnover rate. It was...
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