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University of Phoenix
March 24, 2013
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Identified Two Jobs
At Kudler Fine Foods there are many important roles within the organization that rely on the performance management system to ensure they are achieving the goals and objectives of the organization. The two positions discussed in this paper are the baker and the assistant manager. Both roles are extremely important roles in Kudler Fine Foods that rely on the roles and involvement of the performance management systems to ensure they are meeting the goals and objectives set by the organization as well as understanding their strengths and weaknesses within the organization. This paper will discuss the general function of performance management systems suggest two job evaluation methods for the baker and assistant managers positions, compare and contrast the possible compensations plans, and explain the importance of providing employee benefit plan to the baker and assistant manager for Kudler Fine Foods. General Function of Performance Management
The general function of performance management is to provide a process that delivers a fair and accurate account of individual employee performance within an organization. Appraisal systems of any type generally provide assessment that is often viewed as judgment over a particular individual’s performance for a particular period of time. Such a system, or process is best practiced with goals are set in the beginning, and then followed up with feedback regarding the outcome of the goals current status. Growth of the individual within the organization is the ultimate desire of such a system, and such growth of the individual will not end until employment with the company in question no longer exists. Provided goals may come as part of a set of different functions within a job description that the individual needs to accomplish or improve upon, or the goals might be more tailored to the individual on personal growth issues. Regardless, when an individual is provided tangible goals that can be reached within the measured period of time there is opportunity for growth. The feedback provided by management, and the individual in the evaluation process is valuable in determining progress, and the next step to be taken in the growth process. The “appraisal system” has long been utilized to assist in the growth of employees in measureable goals, the actual performance guideline, and a comparison that performance with set standards (DeCenzo and Robbins, 2007).
Kudler Find Foods briefly covers “performance evaluation” in their human resources “policy and procedure” online handbook. Exact details are not provided other than to demonstrate to the reader that “formal performance evaluations” will take place, and discuss performance, goals setting, strengths and weaknesses (Kudler Fine Foods, 2012). This demonstrates Kudler’s belief that performance evaluation is important, and in doing so within the online handbook communicates to the reader a sense of value will be placed upon their work ethic. Job Evaluation Methods
Job evaluations are conducted within organizations to evaluate their employee’s job performances. There are three basic types of methods that organizations use to evaluate these performances; they are the ranking method, the factor comparison method, and the point method. The ranking method compares each position to other positions based on overall ranking assigned by the organization. Another method used is the factor comparison. This method uses a set of skills that are assigned a value; a list of jobs and a pay scale are created by assigning a value to each job based on the skill value. If an organization has a large number of employees, this is usually the organization’s preferred method. The third method commonly used is the point method. This method identifies a set of skills and subsections of each skill and assigns point...
References: DeCenzo, D., & Robbins, S. (2007). Fundamentals of human resource management (9th ed.). Retrieved from The University of Phoenix eBook Collection database.
Kudler Fine Foods, (2012), Human Resources, Policy and procedures, Retrieved from
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