This is the point that their underlying profit margins will consistently increase, while managers and employees are willing to go the extra mile. (DelPo 2007, pg. 11)
Clearly, one of the biggest challenges with using performance appraisal systems is that, mangers could be looking at them subjectively. While at the same time, they can create a number of different problems including: resistance to change, the halo effect and mistrust between executives / staff members. This is troubling, because it means that these issues can have an adverse impact on an organization. However, if managers keep an open mind along with utilizing flexibility, this can lead to a number of benefits to include: it helps in setting goals for executives / staff members, identifying weaknesses, it is rewarding good employees and it allows a company to stay on top of their needs. This is important, because it is illustrating how this…...

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Bibliography

Collins, D, 2006, Behaving Badly, Dog Ear Publishing, Indianapolis.

Daley, D, 1992, Performance Appraisal, Quorom Book, Westport.

DelPo, A, 2007, The Performance Appraisal Handbook, Nolo, Berkley.

Gorte, R, 1996, The Complete Guide to Performance Appraisal, AMACOM, New York

Internet
Placing the performance appraisal system on the Internet should save Otis Elevator time and money by reducing the number of staff required to process appraisals. For example, it eliminates the creation, distribution and collection of forms and should automatically tabulate and aggregate results. Required information is more readily updatable as evaluation needs change because the appraisal is in a centralized electronic format and data can more easily be integrated with other HR systems as necessary. Further, it should now be easier to compare results across managers for corporate-wide improvement strategies and to create a history of the evaluations that will facilitate tracking ongoing progress. Otis Elevator could also take advantage of the new online system to increase the frequency of performance appraisals and the number of participants in the performance appraisal process. Increased employee access might have the indirect benefit of increasing morale if employees feel more valued because…...

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Bibliography

Koebelin, G. (1999, Spring). Are you ready for 360. Retrieved June 26, 2005 from Web site:  http://www.work911.com/performance/particles/360.htm 

Linman, T. 360-degree feedback: Weighing the pros and sons. Retrieved June 26, 2005 from Web site: http://edweb.sdsu.edu/people/ARossett/pie/Interventions/360_1.htm

Performance Appraisal and the ole of Hr
ole of HM in Performance Management

The performance management process has to be connected with the H processes for success to be realized. The performance management process has to be consistent with the business strategy and ensure that all the processes are managed top-down. In most cases, employees must be provided with the right feedback for them to appreciate the feedback and work on it. Normally, it is the role of the HM in training managers to provide honest feedback concerning the performance of the employees. The role of the HM is related to making the process transparent and clear. This means that the performance management process should be consistent in every department in the organization. The HM ensures that the results of the employees are comparable as the outputs may be used in determining other H processes (Dusterhoff, Cunningham, & MacGregor, 2014).

For the proposal…...

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References

Bernardin, H. J., & Wiatrowski, M. (2013). Performance appraisal. Psychology and Policing, 257.

Dusterhoff, C., Cunningham, J. B., & MacGregor, J. N. (2014). The effects of performance rating, leader -- member exchange, perceived utility, and organizational justice on performance appraisal satisfaction: Applying a moral judgment perspective. Journal of Business Ethics, 119(2), 265-273.

Essay Topic Examples
1. The sychological Impact of erformance 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 feedbackboth positive and negativeand their corresponding impacts on self-efficacy, job satisfaction, and the drive to improve professionally.

2. The Role of Goal-Setting in erformance Appraisal Systems and Its Effect on Motivation:
    This topic would examine how the setting of clear, challenging, and achievable goals within the framework of performance appraisals can serve as motivators for employees. It would discuss the principles of goal-setting theory and how they align with performance management to enhance employees' dedication to achieving organizational objectives.

3. The Influence of 360-Degree Feedback on Employee Motivation and Development:
    This essay would consider the impact of 360-degree feedbacka method where employees receive confidential, anonymous feedback from the people who work around themon…...

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Primary Sources

Deci, Edward L., Richard Koestner, and Richard M. Ryan. \"A Meta-Analytic Review of Experiments Examining the Effects of Extrinsic Rewards on Intrinsic Motivation.\" Psychological Bulletin 125.6 (1999): 627-668.

Kuvaas, Bård. \"Performance Appraisal Satisfaction and Employee Outcomes: Mediating and Moderating Roles of Work Motivation.\" The International Journal of Human Resource Management 18.3 (2007): 466–490.

Spence, Janet T., and Robert L. Helmreich. \"Achievement-Related Motives and Behaviors.\" In Achievement and Achievement Motives: Psychological and Sociological Approaches, edited by Janet T. Spence, 10-74. San Francisco, CA: W.H. Freeman, 1983.

Lawler III, Edward E. \"Motivation in Work Organizations.\" Monterey, CA: Brooks/Cole, 1973.

Greenberg, Jerald. \"A Taxonomy of Organizational Justice Theories.\" Academy of Management Review 12.1 (1987): 9-22.

Performance/Reward System:
An organization can achieve a competitive edge only and only with the help of its employees. Therefore, it is necessary that right employees are selected then trained and developed and a performance-based reward system. The question then comes to the performance measurement system. In a furniture retail store where I work they stick to the old practice of a meeting of top managers and supervisor who sit down annually and critically review the performance of all customer service personnel. They carry out a thorough examination of employee performance with respect to the goal set for them by the management. In this setting where only goals are there to guide employees and performance appraisal system is vague and subjective, most employees are just interested in meeting their targets and they do not strive to exceed their employers expectations. Performance evaluation should be an evaluation and development tool with the help…...

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Bibliography

Sims, R. (2002). Organizational Success through Effective Human Resources Management. Quorum Books. Westport, CT.

Kreiner, J. (2000). Examining the human Body. The Washington Times. March 18.

Prasad, S., Tata, J., & Thorn, R. (1999). The Influence of Organizational Structure on the Effectiveness of TQM Programs. Journal of Managerial Issue. Vol. 11.

Systems
Individual and Team Appraisal Systems and Converting

Individual Appraisal to Team Appraisal System

Different appraisal systems

Appraisal, according to many scholars and dictionaries would be the professional assessment of a person, or something in order to properly estimate its quality and value. This is better defined by the oxford dictionary which attributes an appraisal to "a formal assessment, typically in an interview, of the performance of an employee over a particular period." Therefore it is important for an organization to carry out appraisals on its employees either as a team or as an individual and its systems to find out more on their value input to the organization.

Generally an organizational structure works in two ways either as a team or as an individual. Therefore performance appraisals will usually be carried out on the two systems during a specific period. Terrence, M. And Joyce, M. (2004) in their presentation of performance appraisals gave…...

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References

Charles, M., Dick, M. & Rod, D. (1995). Team Performance Management an International Journal vol1.no 4, 1995 (pp13-15)

Terrence H. Murphy, Joyce Margulies (2004). Performance Appraisals. Retrieved from   (pp 1-7)http://www.bnabooks.com/ababna/eeo/2004/eeo55.pdf 

The Interagency Advisory Group Committee on Performance Management and Recognition (1993). Evaluating team performance: a report of the working group on evaluating team performance. (pp. 23-27)

 Http://oxforddictionaries.com/definition/appraisal .

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 there are primarily three approaches to performance appraisals. The first approach -- the results focused approach -- is centered on determining whether a specific job has been performed or not. If these performance targets are met or exceeded, the employee is rewarded. The second approach -- the behavioral approach -- focuses on employee behavior. The actual output of the employee is ignored, but instead the methods the employee is using is evaluated. This approach has the benefit of being able…...

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References

Addison, J. & Belfield, C. (Sept 2008). The determinants of performance appraisal systems. British Journal of Industrial Relations, 46(3). Retrieved November 15, 2009, from Business Source Complete.

Addison and Belfield compare the findings of Brown and Heywood's analysis of the Australia Workplace Industrial Relations Survey with their findings in Britain, using the Workplace Employment Relations Survey. Of particular interest for this paper was the conclusion from both studies that tenured employees are not strongly motivated by performance appraisals. This shows the ineffectiveness of appraisals, no matter what system is used, for those employees with tenure.

Banu, C. & Umamaheswari, P. (Jul 2009). A study on 360 degree performance appraisal systems in Reliance Life Insurance, Udumalpet. ICFAI Journal of Management Research, 8(7). Retrieved November 15, 2009, from Business Source Complete.

Banu and Umamaheswari research the use of the 360-degree performance appraisal system on a life insurance company. It was found that this appraisal system was helpful in identifying training needs, in addition to evaluating the performance of employees. It was also found to be useful in determining rewards and incentives, as well as promotions. However, the authors failed to acknowledge the challenges inherent in this system, as found be other researchers.

Performance reviews, even from the organization's point-of-view, allow the organization to engage in some soul-searching as to what areas of employee performance are valued. They may even help the organization identify star performers that may not shine and glitter, but have made a measurable contribution to the organization by helping it meet its benchmarks. It can be an education and a valuable form of self-scrutiny for the organization as well as for the employee. Sadly, in today's litigious climate, performance reviews may also be a necessity simply from the point-of-view of demonstrating to a court of law, if the employer lets go a particular individual, that the employee was performing below 'par' on a consistent basis, review after review. It also helps the organization, if the appraisals are oral, gain feedback from both good and bad employees about what makes them perform at an optimal or sub-optimal level....

I would want to be evaluated through a form that would reveal whether or not I was conducting my assigned duties. Because of its specific nature, figure 11-3 would not only allow the evaluating manager to make an informed representation of my work, but also remind me of specific duties. Thus, as an employer and an employee, figure 11-3 is the superior form. It allows for the accurate and succinct evaluation of workers and the best chance of convincing those workers to continue to strive or make up for what they have lost.
Question Two

When looking at the performance appraisals in figures 11-1 and 11-3, employers can find many factors on which to evaluate them. The first, job-relatedness, has already been discussed above, noting that the second form was superior in this area. While it may not have been nearly as job-related, the first form was probably less expensive. Indeed,…...

Of course, while it is important that an officer be able to inspire confidence in the community, it is also very important for an officer to be able to solve crimes. Therefore, part of the evaluation process should look at the percentage of crimes that an officer is able to clear. In addition, deterrence is a major goal of community policing. While one would expect a temporary upswing in minor crime rates at the beginning of a community policing approach, any effective appraisal system would look at whether minor crime rates eventually declined or continued to rise.

There are several different types of evaluations that would provide a better measure of individual and group performance than traditional performance appraisals. The first type of evaluation is a group evaluation and looks at the long-term changes in crime and crime rates. The primary goal of deterrence is to deter major, violent crime; because…...

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 training schedule, transfer cases, and appraisal reports. Health and safety record contains medical history, safety provisions, sickness reports, and insurance reports. The service record contains essential records that consist of bio-data, family information, residential information, and marital status, academic qualifications, past address and employment records. While some critics argue that personnel records is a waste of time and money, however, Yoder (1942) provides several benefits that organization could derive from personnel record:

Personnel record assists managers to identify crucial information regarding…...

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References

Ahmed, S. (2005).Analysis of Workplace Surveillance in a Quest for Ethical Stance. Journal of Business Systems Governance and Ethics .2(4).

American Bar Association.(2001).Employment: Proof of Discrimination. Mental and Physical Disability Law Reporter. 25( 5): 826-831.

Aswathapp, K. (2005).Human Resource and Personnel Management. (4th Edition) Tata McGraw-Hill Education.

Aswathapp, K (2010). Employment Law for Human Resource Practice. Tata McGraw-Hill Education.

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 will establish goals for the following year, ergo the cyclic characteristic of the appraisal system (Grote and Grote).

Aside for meeting the three scopes previously identified, performance appraisals also present the company with several benefits. For instance, they create a context in which the employee is introduced to his own core competencies and limitations, based on which he can better direct his future formation. Then, the employees take an active role in their own evaluation and get to know themselves better…...

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References:

Armstrong, S., Appelbaum, M., Stress-free performance appraisals: turn your most painful management duty into a powerful motivational tool, Career Press, 2003, ISBN 1564146863

Coens, T., Kenkins, M., Block, P., Abolishing performance appraisals: why they backfire and what to do instead, Berrett-Koehler Publishers, 2002, ISBN 1576752003

Falcone, P., Sachs, R.T., Productive performance appraisals, 2nd edition, AMACOM Div American Mgmt Assn, 2007, ISBN 0814474225,

Grote, D., Grote, R.C., the performance appraisal question and answer book: a survival guide for managers, AMACOM Div American Mgmt Assn, 2002

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 a critical manner, based on both pre-existent models and frameworks, but also on internal features within the organization. Cynthia Morrison Phoel (2011) and her co-editors argue that the main criterion to an effective appraisal system is represented by feedback.

Kevin . Murphy and Frank E. Saal (1990) then argue that there exists a triple structure to create frameworks for employee appraisal. The frameworks are constructed based on four criteria: the constituents, the goals, the specific objectives and the selection criterion. Based…...

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References:

Armstrong, M., 2000, Performance management: key strategies and practical guidelines, 2nd edition, Kogan Page Publishers

Armstrong, M., Baron, a., 2005, Managing performance: performance management in action, 2nd edition, CIPD Publishing

Baruch, Y., Harel, G., 1993, Multi-source performance appraisal: an empirical and methodological note, Public Administration Quarterly, Vol. 17, No. 1

Clark, K., 2011, Advantages and disadvantages of performance appraisals, ZeroMillion,   last accessed on March 7, 2011http://www.zeromillion.com/business/advantages-and-disadvantages-of-performance-appraisals.html 

ANNUAL PEFOMANCE EVIEW

INSTUCTIONS

The supervisor and employee meet at the beginning of the review period and together identify and prioritize three to five primary job responsibilities from the employee's job description. Goals, objectives, and special projects may be identified at any time throughout the review period.

At the end of the review period, the employee self-evaluates his or her performance (job responsibilities, performance factors, and goals/objectives) using the rating scale, completes Part I of the Career Development section, and returns the form to the supervisor.

The supervisor evaluates the employee's performance of job responsibilities, performance factors, and goals/objectives using the rating scale. Supervisor comments are EQUIED for any evaluation of "Exceeds Expectations," "Improvement Needed," "Fails to Meet Expectations," and for the OVEALL rating.

The supervisor then meets with the employee and together they discuss the ratings, complete Part II of the Career Development section, and sign and date the form. The review form is…...

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References

Edmondson Bell, E.(2003) Your job-performance review: make your boss your partner in getting ahead. Advance preparation can help. Essence 34(2), 120-121.

Nowack, K.M., Hartley, J., & Bradley, W. (1999) How to evaluate your 360 feedback efforts Training & Development 53(4), 48-54.

Nowack, K. (2005). "Longitudinal evaluation of a 360 degree feedback program:

Implications for best practices." Paper presented at the 20th Annual Conference of the Society for Industrial and Organizational Psychology, Los Angeles.

This was accomplished by: breaking down into small teams and having everyone work directly with some of the top executives at the firm (i.e. Steve Jobs). This created an atmosphere that encouraged employees to discuss their ideas and the impact they are having on consumers. It is at this point, that Apple was able to integrate these different ideas into their performance evaluation procedures. (Stone 38 -- 40) (Snell 143 -- 179)
Conclusion

Clearly, the performance evaluation system that Apple is using is helping the firm to attract and retain the best employees. This is because there is a focus on ensuring that all candidates for a position meet: the basic educational and experience qualifications. During the next stage, is when they will be subject to: a series of interviews, a practical exam and other criteria. This allows the company to decide which individuals would be the best choice for the…...

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Works Cited

Griffin, Ricky. Management. Boston: Houghton Mifflin, 2008. Print.

Herbold, Robert. What's Holding You Back. San Francisco: Josey Bass, 2011. Print.

Highhouse, Scott. Stubborn Reliance. Industrial and Organizational Psychology 1:3 (2008): 333 -- 342

Snell, Scott. Managing Human Resources. Mason: South -- Western, 2012. Print.

Literature Review:
The gig economy, characterized by short-term, freelance, or temporary jobs, has been gaining prominence in recent years in India. As the traditional employment model evolves, companies are increasingly relying on gig workers to meet their fluctuating demands. This shift has led to a growing interest in understanding the strategic human resource practices in the gig economy in India.
One key aspect of strategic human resource practices in the gig economy is recruitment and selection. Companies in the gig economy need to develop innovative ways to attract and retain top talent. According to a study by Deloitte India, companies in the....