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Topics: Human resource management, Human resources, Performance appraisal Pages: 19 (5935 words) Published: June 8, 2013
Description of Job Design:
The appraisal interview provides the opportunity to consider and discuss the issues of job design:- Is the job varied and interesting?
Does it use the full talents of the appraise?
Could he or she take on more responsibility?
Is the job too demanding – could certain elements of it be dropped, or is there a need to bring in extra resource? Appraisal thus provides appraises with the chance to suggest ways in which their jobs could be more fulfilling, efficient or easier. These are the aspects of motivation and job satisfaction.

Benefits of Performance Related Pay:
Performance related pay can be contentious issue and if your organization operates such a system, you need to be aware of some of the problems this may cause for appraisal process. However, as well as involving difficulties, performance related pay also provides benefits and opportunities for the individual: it allows good performers to receive material recognition for their good performance. It follows that some system of appraisal is necessary if individuals are to be assessed for such rewards and if they are to be told what they need to do to improve performance to the level which will trigger the higher discretionary award next time around.

Benefits to the Line Manager:
As we have already noted, as a Line-Manager you will gain from any benefits, your staff derives from an appraisal system. If the aim of appraisal is to improve the performance of staff and this is achieved, appraisal will have helped you to meet your objective of making the best use of the human resources for which you are responsible.

Feedback to the Appraise:
Appraisal provides you with a formal and structured opportunity to feed back to each member of your staff on his or her performance as a whole. This allows you to show that you have noticed what has been done well, and enables you to tackle any problems or criticisms you may have. This is a benefit because, given the formality of the process, you may feel more able to tackle certain contentious issues (which might otherwise be swept under the carpet) and because any criticisms you make will be within the context of, and (it is hoped) offer by the, appraisee’s performance in other parts of the job. The appraisal should not, of course, be regarded as the sole opportunity to express your criticisms; it is wrong to store up criticisms until an annual appraisals interview. Nonetheless, there may be downslides to an individual’s performance for which the appraisal may provide the appropriate discussion forum. Without a formal appraisal system there is a real possibility that particularly difficult performance issued may be ignored.

Audit of Teams’ Strengths and Weaknesses:
Appraisal allows you to take stock of skills and talents, strengths and weaknesses of your team. This should help you to make more effective use of team members. It may help you to realise that the team has under exploited strengths which could enable you to offer a new additional or better service to the organization or the customer. For instance, if you run a clerical support unit, you may discover that one of your staff has the aptitude and the experience to take on desktop publishing, thus enabling your department to offer an in-house design and typesetting facility.

On the other hand, appraisal may help you to recognise that you don’t have the skills or personnel who are needed to meet the remit of your department. It should thus help you to decide what skills are needed and what type of people you should recruit to compliment your current team. More radically, you might even decide that certain of your departmental objectives are unrealistic given the reality of the human resource base available, and that consequently these objectives need to be redrawn to make most of the resources you actually have at your disposal. As a result you may seek to renegotiate the objectives laid down for your department.

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