Effective performance appraisal program
Outline Effective performance appraisals for developing and sustaining a high- performance appraisal system are based upon two key tenets. The first tenet suggests that if appraisal processes operate as a system. The second tenet is that individual manager’s play a pivotal role in achieving effective appraisals and that they need the right tools and support to be effective. I. performance planning
. A. Employee & Management Engagement. It's amazing that such dinosaurs (performance review systems, not the people) are still around
1. Clearly define why the organization conducts formal appraisals
2. Carefully developed and clearly articulated goals will enable managers to choose appraisal criteria that support the organization's goals
3. Managers are held accountable for the quality of their appraisals and performance management activities. B. Effective system design without a proper foundation it is impossible to build a successful appraisal program. A good system design lays the groundwork and provides the manager with the necessary tools
1. Goals will enable managers to choose appraisal criteria that support the organization's goals 2. Clear goals increase managers' motivation to conduct appraisals properly and boost their interest in performance management
3. Especially true if managers are held accountable for the quality of their appraisals and performance management activities.
II. Performance management and ongoing coaching
A. Top management must support and demonstrate effective appraisal practices. Systems to be
1. Effective, they must get support from top management
2. through written and oral communications with managers and employees.
3. These critical skills are necessary to complete the four basic stages of the performance appraisal process. B. Managers should provide their direct reports with ongoing informal performance feedback
1. An organization will never achieve effective appraisal practices if the managers are not motivated to follow procedural guidelines.
2. Systems require ongoing systems review and corrective action
3. Measures that can be used to assess the health of your appraisal system include employee acceptance and trust of the appraisal system
III. The written performance appraisal
A. it is important to focus on the three critical appraisal system components and make sure those managers
1. Appraisal system to motivate employees and to improve manufacturing organizations' competitiveness
2. Organizations will do well to conduct a self-assessment of their current appraisal practices
3. If performance review is to be a productive partnership with employees taking the active role and both parties committed to exchanging knowledge and ideas Effective performance appraisal program
The performance appraisal methods an employer uses should meet the needs of its workforce. In a production-oriented environment, a graphic rating scale is more suitable than a narrative essay method. On the other hand, using a narrative essay method is better suited for a smaller workforce of professional employees whose career objectives are different from production workers. A fast-paced working environment might rely on quicker methods to produce evaluations, while an informal and casual workplace might use employee self-evaluations as part of the appraisal process. Leadership training for both newly promoted or hired and seasoned supervisors and managers provides instruction on how to facilitate performance management within the department. Supervisors and managers have two primary functions: managing departmental functions and...
References: Fink, L.S. and Longenecker, C.O. "Training as a Performance Appraisal Improvement Strategy," Career Development International, 1998.
Locker, H.A. and K.S. Teel, "Appraisal Trends," Personnel journal, September 1988.
Longenecker, C.O. "Why Managerial Performance Appraisals Are Ineffective: Causes and Lessons," Career Development International, 1997.
Longenecker, C.O. and Dj. Dwyer, "The Role of Human Resources Management in Creating Competitive Advantage," HR Advisor, May/June 1998.
Longenecker, C.O. and L.S. Fink, "Keys to Designing and Running an Effective Appraisal System," Journal of Compensation and Benefits, November-December 1997.
Longenecker, C.O. and S.A. Goff, " Performance Appraisal Effectiveness: A Matter of Perspective," SAM Advanced
Management Journal, spring 1992.
Smith, B.N., J.S. Hornsby, and R. Shirmeyer, "Current Trends in Performance Appraisal: An Examination of Managerial Practice, ' SAM Advanced Management Journal, summer 1996.
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