This in turn means that the adequate decisions would be made.
The high quality appraisal system creates opportunities for the employees to be promoted to higher positions, which also come with higher pays and more benefits, to create higher levels of employee motivation.
The performance appraisal system correlates the employee achievements with the adequate rewards. The offering of the proper rewards generates additional motivation. Some of the common benefits include premiums, bonuses or share packages. This last benefit sees that employees participate to the distribution of the profits and they are as such better motivated to support increasing organizational performances (Masternak, 1999).
4. Conclusions and discussion
The modern day staff member is a highly evolved and rewarded individual, and has attained this position as a result of the tremendous role he plays within the business community in his support of business success. In such a context, it is crucial for the economic agents to develop and implement a specific performance appraisal system which meets a wide array of characteristics, such as support for productivity, efficiency, transparency, morale and so on.
At a more particular level, a customized performance appraisal system is able to generate benefits at the level of respect, personal development, responsible stewardship and integrity in organizations. In terms of personal development, the most important evidence is offered by the means in which effective performance appraisal identifies employee characteristics. In this order of ideas, the performance appraisals can identify employee limitations and correct them through specific training programs. When the employees are subjected to these programs, they perceive them as opportunities for personal and professional development.
At the level of respect, the evidence...
Essay Topic Examples 1. The Psychological Impact of Performance Appraisals on Employee Motivation: This essay would explore the effects of performance appraisals on employees' mental states and how it subsequently influences their motivation. It would dissect the components of performance feedback�both positive and negative�and their corresponding impacts on self-efficacy, job satisfaction, and the drive to improve professionally. 2. The Role of Goal-Setting in Performance Appraisal Systems and Its Effect on Motivation: This
However, as Murphy (2008) notes, these original scores, and the weightings, are given by biased humans who may have another agenda than simply giving the most accurate appraisal possible. In addition, there is also the question about whether a truly accurate (when negative) appraisal is the best course of action due to the possible negative consequences. Management by Objectives (MBO) Sudarsan (2009) surmises that, in the past, researchers have concluded that
Personnel record Personnel records are data pertaining to employees which consist of factual and comprehensive information of employee. All employee information is kept in systematic order which assists human resources manager to make an effective decision about employee. Typically, personnel records consist of employee past records, medical report and employee progress. Personnel record also consist of payroll records, leave records, and benefit record and turnover record. Training and development record contains
The initial recommendation comes from the employee's direct supervisor and is then discussed with the general director and the payroll manager. At the fourth stage, the performance review, the employee and his direct supervisor come once again face-to-face to discuss the outcome of the performance appraisal process. The employee is informed of the managerial decision regarding future remunerations, and a date for a new meeting is set. The new meeting
Performance appraisal systems are complex and time consuming, especially for managers who supervise extended numbers of employees Performance appraisal systems can be stressful and ineffective (Clark, 2011). 5. Structure of performance appraisal systems The construction of a performance appraisal system is a complex endeavor, based on both theoretical as well as practical considerations. John J. Gabarro and Linda a. Hill (1995) for instance argue that managers ought to construct their appraisal systems in
While the supervisor still maintains the role of performance appraiser and evaluator, the more modern role also allows the supervisor to solicit input directly from the subordinate (Daft, 2005; Russell-Whalling, 2008). In that regard, some of the most important information relates to the subordinate's perspective of the possible factors that may contribute to less-than-optimal performance (Russell-Whalling, 2008). Furthermore, the modern approach to personnel and performance management also recognizes that the
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