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Essay / Research Paper Abstract
A 7 page paper discussing programmer Bill's recent performance, which has not matched previous levels. The manager realizes that Bill is working on totally different types of programming assignments now, and wonders if the underlying problem is that Bill does not have a grasp of the business processes in the departments he serves. They agree that Bill will spend time effectively crosstraining in departments he is about to provide programming services to, as a means of better understanding what these internal customers need. Whether this approach is the correct one will not be fully known until after the completion of Bill's next programming project, but it appears that Bill truly wants to excel in the manner of the past. At the very least, Bill and his manager are able to agree that Bill's performance has not been sufficient and have devised a means of eliminating a suspected reason. Bibliography lists 4 sources.
Page Count:
7 pages (~225 words per page)
File: CC6_KShrPerfApp.rtf
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Unformatted sample text from the term paper:
is able to verbalize what is obvious, yet rarely acknowledged: "Performance appraisals are like seat belts. Everybody agrees theyre a good idea, but lots of people find them
awkward to use" (Grayson, 2002; p. 46). Awkward or not, study after study has found that appraisals done well can contribute to greater morale and increased productivity. In
turn, these are two primary contributing factors to that most prized achievement of any organization, that of attaining competitive advantage. The method by which the performance appraisal can directly
affect competitive advantage can be found in the words of Jack Welch, former CEO of General Electric: Any companys thats going to make it has got to find a way
to engage the mind of every single employee. If youre not thinking all the time about making every person more valuable, you dont have a chance. Whats the
alternative? Wasted minds? Uninvolved people? A labor force thats angry or bored? That doesnt make sense (Grayson, 2002; p. 2). The Performance Appraisal
There are a wealth of forms and approaches to formal employee evaluation, many of which organizations continue to experiment with even though they generally give far
less satisfactory results than does the performance evaluation. Kniggendorf (1998) reports that many "supervisors resist the use of the employee performance appraisal system even though this tool can influence
employees productivity and job satisfaction" (p. 13). In the place of performance appraisal, managers may "choose to rely on less effective means, such as job descriptions, modeling behavior and
corporate culture, to convey their expectations" (Kniggendorf, 1998; p. 13). In awareness of this propensity for avoidance, we seek here to delineate precisely what is expected of line programmers
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