CASE 3

Performance appraisal

 

Case 3

It is clear that the new job for the employee and supervisor as well was a bit confusing. If the supervisor would have done his/her job correctly he would have said something earlier or immediately when noticing that the employee didn’t perform as wanted.

The human resource director did well when asking to have a meeting with all them together. I think first of all he saw potential in both of them and wanted to lead the situation so that them both could learn from It and overcome it.

As a result the supervisor most definitely learned some important skills in supervising and got valuable experience on misunderstanding and complicated situations. And on the other hand the employee got a “new change” or more likely better feedback and instructions to improve his performance and succeed at his/her job.

The situation was well played from the HR director and also from the employee at least partly. The supervisor should have given feedback from the start because as our HR book says it is not fair if the supervisor comes to appraisal with a list of negative and low performance taks.

Notes

The identification, measurement, management of human performance in organizations. Identification means determining what areas of work the manager should be examining when studying one´s performance. Measurement means making managerial judgments of what level performance the employee is. Performance measurement must be consistent throughout the organization. Management is the goal of any appraisal system. Appraisal should have future-oriented view of what workers can do to achieve their potential in their organization. It should be feedback and coaching to higher level performance.

Appraisals is used usually for administrative and/or developmental purposes. If Performance appraisals are done well then it might effect on employee development and improving their performances

Performance dimensions means the things measured while doing the appraisal. Like competencies for example. Appraisal format can be classified by the type of judgment that is required(relative or absolute) and by the focus of the measure (trait, behavioural and outcome data).

Management by objectives is a goal directed approach to performance appraisal in which the employ and their supervisor set goals together for the next evaluation period

Globalization bring diversity to work environments and people from different countries have different beliefs, experiences and values. These things can affect work-related issues so a cultural competency is very important in some companies.

Rater errors and bias

Halo error has at least two causes; a supervisor may make an overall judgment about a worker and then conform all dimensional ratings to that judgment and/or a supervisor may make all ratings consistent with the worker´s performance level on a dimension that is important to the supervisor.

Personal bias may also cause errors in evaluation. A supervisor may rate some employees wrong consciously or unconsciously on the basis of race, national origin, sex, age, or other factors.

Liking can also influence the ratings.

Individual or group focus

Team performance appraisal must be considered in two levels; individual contribution to team performance and the performance of the team as a unit. TO do this supervisors and employees must have clear criteria on traits, behaviours and outcomes

Legal issues

Discrimination is prohibited both in individual and group level

Performance management

Talking about employee´s weaknesses may cause a decreased performance. A promising approach is to focus on the strengths of employee. The idea is to recognize strengths and to buil on how the employee contributes to the organization. This has been found to be motivating and improving productivity.

Sources:

Bumanger. 12.4.2011. A performance appraisal horror story ( With a happy ending)

URL: http://www.cascadeemployersblog.com/salarytrends/a-performance-appraisal-horror-story-with-a-happy-ending  Accessed 6.2.2018

Managing Human Resources, Global Edition 2016 Gomez-Meja, Balkin, Cardy. 231-260