MayJune 2013

Topics: Performance appraisal, Team, Performance management Pages: 8 (3637 words) Published: March 2, 2015


The practice is both unethical and illegal. Firstly, it is unethical because the employee’s employment contract is terminated not because economic uncertainty forces many organisations to cut staff, but because he/she has received low performance review ratings in the past. In other words, the economic uncertainty is just used as an excuse to dismiss poor performers. This is unethical, despite written documentation that the organisation has as proof of the employee’s poor performance over time. Secondly, this practice is also illegal if poor performers are dismissed owing to their poor performance of the past, yet there was no attempt by the organisation to help their performance improve. The dismissal practice is regulated in the LRA, which prescribes the appropriate procedure to be followed before dismissing for poor performance.

Employment at will concept – LRA 66 of 1995: They both involve an element of employee dismissal. According to the employment at will concept, the employer or employee can end the relationship at any time. However, three forms of dismissal are regulated in the LRA, namely dismissal for misconduct, incapacity (poor work performance and ill health or injury) and dismissal based on operational requirements.

1. Trait approach
Emphasis the individual performer and ignores the specific situation, behaviour and results. Challenges a) The problem with this is that traits are not under the control of individuals and b) the fact that an individual possess a certain trait does not mean that this trait will necessarily lead to desired results or behaviour. This approach is not fair on employees. 2. Behavioural approach

This approach emphasises what an employee does on the job and does not consider employees traits or the outcomes resulting from their behaviour. This is a process-orientated approach that emphasises how an employee does the job. This approach is most appropriate when:

The link between behaviour and results is not obvious
Outcomes are attained in the distant future
Poor results are due to causes beyond the performers control This is a fair measure of employees
Cascio identifies the following as behaviour orientated rating methods that are widely used in organisations: Method
Description
Advantage
Disadvantage
Narrative Essay
evaluator writes down the employee’s strengths, weaknesses and potential, together with suggestions for improvement Provides detailed feedback regarding performance
Comparison is almost impossible, different essays focus on different aspects, results could also depend on writing skill of the rater Ranking
evaluator ranks employee from best to worst in terms of an overall criterion Quick and fairly easy when a small number of employees are involved Difficult for groups >20 & perf. Diff. are not indicated, top & worst easy to identify but middle not. Paired comparison

Each employee is compared with every other employee with reference to ability to execute a task. The number of times an employee is preferred determines position on raking order scale Useful for purposes of salary administration.
Provide little basis for individual feedback and development Forced distribution
Rating in fixed categories
Avoids clustering
Lead to employee resentment
Behavioural checklist
Evaluator provided with a series of statements that describes job related behaviour, choose words that best describe the employees behaviour, and then added up

Graphic rating scale
Rate against a list of characteristics
Results expressed in quantitative terms, more than one performance dimension and facilitate comparison Very time consuming to develop and sometimes dimensions or scale points are not defined clearly Behaviourally anchored rating scales (BARS)

Makes use of critical incidents as anchor statements on a scale. Define the dimension to be rated in behavioural terms
& use critical incidents to describe various levels of performance Very time...
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