I am going to discuss what kind of performance appraisal strategies Starbucks uses, and if they seem to be effective or ineffective, and why. Then I will discuss what other performance appraisal methods are being used by Starbucks today and if they are effective. Finally I will tell you what kind of advice I would offer to Starbucks. First I will discuss what kind of performance appraisals Starbucks uses and if there effective. Starbucks Appraisals:
Starbucks starts off their employees with training. A process for identifying, evaluating and developing the job performance of staff so that organizational goals and objectives are more effectively achieved while simultaneously benefiting staff through recognition, the giving of feedback and catering for work and career needs (2). This is very effective because the employees know exactly what is expected of them form the very beginning. However, Starbucks must be sensitive to the performance appraisal, and compensation techniques that best fit the country in which they are operating. Supervisors and employees fear the performance appraisal because even a "good" rating can come across as "mediocre" to employees, especially with terms like "meets expectations," "satisfactory performance" or "average (1)." At YMCA the leaders increased the coaching their managers on performance reviews and on how to give consistent feedback throughout the year (1). No matter what your job is consistent feedback will let employees know how they are performing and let them know the areas they need to improve in. Now I will discuss what other performance appraisal methods are being used by Starbucks today and if they are effective.
Starbucks Other Performance Appraisals:
Starbuck also uses their Mission Statement as a form of Performance Appraisal Overall, the aim of becoming a worldwide global brand. ‘’To inspire and nurture the human spirit-one person, or and one neighborhood at a time (2).” Starbuck...
References: (1). Fox, A.. (2009, January). Curing What Ails Performance Reviews. HRMagazine, 54(1), 52-56. Retrieved August 14, 2010, from ABI/INFORM Global. (Document ID: 1635328121).
(2) Manage People Performance Task 1 (4)5 (Re-submitted Edition) (2009) Retrieved on 14 August from http://www.scribd.com/doc/20882933/Manage-People-Performance-Task-1-4-5-Re-submittied-Edition-1
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