Peformance Appraisal System
M11HRM – Human Resource Management
It is argued by Armstrong & Baron (2005) that “(performance) appraisal system should be seen as being transparent and equitable, providing reporting consistency and regular feedback on performance”. Incorporating examples from industry and appropriate academic underpinning critically discuss this statement from the perspective o the HRM function.
I. Introduction
Globalization is making the world looking more than ever smaller and mobility of skilled workforce across the globe has never been so predominant. The business world is getting definitely more competitive with pressure to increase productivity and at the same time cut down costs. Aligning all these factors, make the HRM functions more than ever daring and challenging. Today Performance appraisals have become more widespread. Performance appraisals contribute consequently to planning; assessing and delegating an organization’s operations of its services. HR department of organisation usually make policies and prepare detailed forms, questionnaires and procedures for appraisal process. They provide training to line managers and supervisors for learning important appraisal skills. HR department monitors the appraisal and make sure that format of appraisal matches with the company objectives. A worthy meaningful appraisal needs to be true, impartial, fair, transparent, purposefully, mutual, practical, specific, understandable, continuing, precise and equitable. It should be conducted without any discrimination like age, gender, colour, nationality, sexual orientation, race, religion, disability etc. (Chandellar and Grzyb, 2002) (Chapman, 2002)
Although Performance Appraisal system has many practical flaws but it is the only most decent system available to achieve true and fair reward outcomes on the basis of merits and hard work of employees. In this work document, performance appraisal methods from two departments of Compagnie Mauricienne de Textile Ltee – Textile
It is argued by Armstrong & Baron (2005) that “(performance) appraisal system should be seen as being transparent and equitable, providing reporting consistency and regular feedback on performance”. Incorporating examples from industry and appropriate academic underpinning critically discuss this statement from the perspective o the HRM function.
I. Introduction
Globalization is making the world looking more than ever smaller and mobility of skilled workforce across the globe has never been so predominant. The business world is getting definitely more competitive with pressure to increase productivity and at the same time cut down costs. Aligning all these factors, make the HRM functions more than ever daring and challenging. Today Performance appraisals have become more widespread. Performance appraisals contribute consequently to planning; assessing and delegating an organization’s operations of its services. HR department of organisation usually make policies and prepare detailed forms, questionnaires and procedures for appraisal process. They provide training to line managers and supervisors for learning important appraisal skills. HR department monitors the appraisal and make sure that format of appraisal matches with the company objectives. A worthy meaningful appraisal needs to be true, impartial, fair, transparent, purposefully, mutual, practical, specific, understandable, continuing, precise and equitable. It should be conducted without any discrimination like age, gender, colour, nationality, sexual orientation, race, religion, disability etc. (Chandellar and Grzyb, 2002) (Chapman, 2002)
Although Performance Appraisal system has many practical flaws but it is the only most decent system available to achieve true and fair reward outcomes on the basis of merits and hard work of employees. In this work document, performance appraisal methods from two departments of Compagnie Mauricienne de Textile Ltee – Textile