Team Performance Appraisal System
University of Phoenix
Human Capital Management
HRM/531
Team Performance Appraisal System- Part Two In our group discussion, we considered how to convert an existing individual appraisal system into a team-performance appraisal system. The subject matter of our conversation ranged from incentives for lower-level employees through lump-sum bonuses and spot bonuses to team and organization-wide incentives, which focuses on increasing productivity and morale by giving employees a sense of participation in and identification with the company (Cadrain, 2003). Our team report will focus on individual fairness, and how it affects team performance, successful strategies in discouraging social loafing, and how the employee takes responsibility within the sales team. Team performance relies heavily on how well its members perform. Individual performance and contribution directly influences the effectiveness of the team in meeting its goals and objectives. The management and team leader’s role is to ensure that he or she provides an environment that fosters harmony in the workplace in which its employees are highly motivated to perform to his or her utmost potential. To influence good performance, individuals need to believe there is individual equity or fairness in the system. “When people feel fairly or advantageously treated they are more likely to be motivated; when they feel unfairly treated they are highly prone to feelings of disaffection and de-motivation. The way that people measure this sense of fairness is at the heart of Equity Theory” (“Adam’s equity theory“, 2010). Individual members in a team compare his or her performances and efforts with other members of the team that receive praise, compensation, rewards or recognition that is not equitable to their performances. Employees tend to compare themselves to other employees to determine if they are receiving fair treatment or not. Employees may seek a balance between their
Human Capital Management
HRM/531
Team Performance Appraisal System- Part Two In our group discussion, we considered how to convert an existing individual appraisal system into a team-performance appraisal system. The subject matter of our conversation ranged from incentives for lower-level employees through lump-sum bonuses and spot bonuses to team and organization-wide incentives, which focuses on increasing productivity and morale by giving employees a sense of participation in and identification with the company (Cadrain, 2003). Our team report will focus on individual fairness, and how it affects team performance, successful strategies in discouraging social loafing, and how the employee takes responsibility within the sales team. Team performance relies heavily on how well its members perform. Individual performance and contribution directly influences the effectiveness of the team in meeting its goals and objectives. The management and team leader’s role is to ensure that he or she provides an environment that fosters harmony in the workplace in which its employees are highly motivated to perform to his or her utmost potential. To influence good performance, individuals need to believe there is individual equity or fairness in the system. “When people feel fairly or advantageously treated they are more likely to be motivated; when they feel unfairly treated they are highly prone to feelings of disaffection and de-motivation. The way that people measure this sense of fairness is at the heart of Equity Theory” (“Adam’s equity theory“, 2010). Individual members in a team compare his or her performances and efforts with other members of the team that receive praise, compensation, rewards or recognition that is not equitable to their performances. Employees tend to compare themselves to other employees to determine if they are receiving fair treatment or not. Employees may seek a balance between their
References: Adam’s equity theory. (2010). Retrieved February 18, 2010, from http://www.businessballs.com/adamsequitytheory.htm Cadrain, D. (2003). Put success in sight. HRMagazine, 48, 84–92. Retrieved from https://ecampus.phoenix.edu/classroom Encyclopedia of Industrial and Organizational Psychology. Ed. Steven G. Rogelberg. Vol. 2. Thousand Oaks, CA: Sage Reference, 2007 Jordan, J. S., Gillentine, J. A., & Hunt, B. P. (2004). The influence of fairness: The application of organizational justice in a team sport setting