¶ … ABC power when doing their performance evaluations. The first problem is they are attempting to use one form for both exempt and non-exempt employees. In the performance appraisal arena one size just doesn't fit all. "The best approach is to have separate forms designed for the four key job families: Managerial/Supervisory, Professional/Technical, Administrative / Operations, and Sales. Appraisal forms should assess only two areas: behaviors and results" (Grote, 2001).
In other words they should focus on the how and the what of job performance.
The first part of the appraisal form should be dedicated to evaluating the individual's performance against the competencies that an organization has determined as vital to success. Competencies is the encompassing term that is used to portray those abilities, talents, proficiencies, qualities, attributes and aptitudes that associate with superior job performance and predict success in organizational life. The best way to assess any person's performance in the competencies area is to develop a statement of mastery performance for each one. One should provide appraisers with just a dictionary definition for each area. Instead, they should describe some of the behaviors that one would see in a true master. If the appraisal tool portrays mastery level performance and then asks how frequently the person performs that way, it makes the appraiser's job easier, encourages coaching and facilitates development (Grote, 2001).
In addition to the small number of competencies that apply to everyone in the company, there's another set of competencies that apply to some jobs and not others.
"Communication skills, Customer Focus, Job Knowledge and Interpersonal Skills apply to everyone on the payroll, but other competencies, like Developing Talent and Visionary Leadership, really apply only to people in managerial or supervisory positions" (Grote, 2001).
2. What revisions to the form would you suggest? How specifically should the form or dimensions be changed to make the performance-appraisal system more effective?
The first revision that needs to be made to the form is that two different forms need to be created -- one for employees and...
Human Resource Management Problems with the Form First of all, the Employee Evaluation Form offers no explanation for what "Low," "Average," and "High" really mean in terms of performance. There should be a thorough explanation as to what those categories reflect. Moreover, the area for comments is very limited, just enough for a few scribbled notes. That's wholly inadequate for a good review of an employee's progress and work ethic. Secondly, there should
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