Most HR professionals have a general idea of how their subordinates would improve. They take performance appraisals to evaluate their personnel and find ways to improve their performance. This report examines the supervisors’ performance appraisal method of Uraya Land Development Inc and focuses on answering possible developments in their current method used. Personal interviews were conducted to the HR Officer and other key persons in Uraya Land Development Inc. It has found that the method of performance appraisal was an old style of evaluating workers and the company has been using it for so many years and it needs to be revised. Using an old style of performance appraisal can be erroneous because of its narrow view about the real performance of the employee. It needs to be updated and revised in order to complement the needs of the industry and fit to a dynamic working environment.
There may be some built – in biases in the minds of the rater , based upon his own perception of things, people and performances. A person maybe rated higher because he is a “nice” person or because of his seniority. The study limits its scope within the Butuan Branch ULDI and focuses on the ongoing system employed by the real state firm.
One of the essential and crucial HumanResources Management functions is the performance evaluation. Other than hiring, training and pay allocation skills, to be an effective HR manager therefore requires the performance appraisal skills that goes beyond the premisesof the superior’s point of view but rather a full-sphere perspective. An innovative yet effective tool in assessing employee performance that aims to gain or maintain a competitive edge in marketplace—particularly the job market, is imperative. This case study evaluates and clarifies the concerns that confront the organization with its ongoing HR performance appraisal program that long been practiced over the years.
Many if not most management problems are a result of poor human resource practices (Mejia and Balkin, 2002). These usually indicate ineffectiveness or obsolescence of the procedures or decisions that include inability to recruit or maintain top talent, loss of key employees and internal conflicts. These major troubles resulted from poor decision-making driven by failure to proximately evaluate the employee which later saps the organization’s time and energy. The cost of losing a potential employee plus acquiring and training another neophyte to the organization is shouldered by the management itself. The management should reinvent its Performance Appraisal system to lessen if not to eradicate the risks of compromising the company’s most important resource—the human resource.
Uraya Land Development, Inc. (ULDI)is a real estate firm that was established on March 8, 1994 in Davao City and expanded in Butuan City in 2007. It bears the flagship of Uraya Group of Companies and so its management program is adopted by its other sister firms such as Uraya Farm, Inc, Uraya Motors among others. The company envisions pursuing its commitment to land and housing development in some parts of Mindanao. One of its esteemed real estate projects is the Butuan Garden Memorial Estate situated in Bancasi, Butuan City. Its Butuan Branch office is located at JC Aquino Avenue, Butuan City. Currently, the Human Resources Department holds 86 employees comprising regular, probationary and project-based employees (January 2014 HR Dep’t Data).
The firm measures the performance of their workers through Graphic Rating Scales. This method is the oldest and most common performance appraisal method in which performance factors such as quantity and quality of work, job knowledge, cooperation, loyalty, attendance, honesty and initiative are assessed through a numerical or descriptive scale, i.e. in a scale of 1 to 10 or from poor to good to excellent or the like. However, the evaluation criteria for probationary...
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Birthdate: September 21, 1989
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