Bus 303 Performance Appraisal

Topics: Human resource management, Performance appraisal, Management Pages: 4 (877 words) Published: August 12, 2013
Running Head: PERFORMANCE APPRAISAL 1

Debra L. Immel
HCA 311 Human Resources Management
Performance Appraisal Assignment
Instructor: Volante Henderson
July 29, 2013

PERFORMANCE APPRAISAL 2 Performance Appraisal Assignment
Performance appraisals can increase employee performance and improve the work environment. The performance appraisal is a detailed evaluation of the employee’s job performance. The work standards approach is a performance appraisal in which the evaluator and the staff member care the staff member’s performance to the objectives listed in the job description (Youssef, 2012). Despite the importance of the performance appraisal, both employees and management view the process as frustrating and unfair. This can be attributed to appraisal instruments that are not job related, have a confusing or unclear rating levels. This is viewed as subjective and biased by the employee (Mulvaney, 2012).

Managers need to understand performance appraisals should be free of bias or harshness. A manager rating an employee more severely than their work performance merits will create a frustrated and disgruntled employee. Workers will resent the unfair assessment of their performance. The opposite is also true, if a manager rates an employee more favourably than their performance merits “cheats them and the department of the benefits of exploring areas for improvement and the opportunities for developing and coaching” (MacKenzie, 2013)

Some basic principles of the appraisal process are arranging for a private place without interruptions, notifying the employee ahead of time and should treat the interview as an important event for both parties. Both the appraiser and the employees should remind themselves of the organizational and departmental purposes of their roles (MacKenzie,...

References: Engellandt, A., & Riphahn, R.T. (2011). Evidence on Incentive Effects of Subjective
Performance Evaluations. Industrial & Labor Relations Review, 64 (2), 241-257.
Mackenzie, R. (2013). Supervision and appraisal: how to support staff performance. Nursing &
Residential Care, 15 (6), 452-454.
Mulvaney, M.A., McKinney, W.R., & Grodsky, R. (2012). The Development of a Pay-
Performance Appraisal System for Municipal Agencies: A Case Study. Public Personal
Management, 41(3), 505-533.
Youssef, C. (2012). Human resource management. San Diego, CA: Bridgepoint Education.
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