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Essay / Research Paper Abstract
This 10-page paper defines an effective performance management system, how it operates, and how it helps an organization. Bibliography lists 6 sources.
Page Count:
10 pages (~225 words per page)
File: AS43_MTperfmana.rtf
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Unformatted sample text from the term paper:
makes employees quake in their shoes and managers grumble. Its time for the performance appraisal. The manager marks off the various ratings provided for him in the form, calls the
employee in, and they have about 10 minutes awkward conversation about the fact that, overall, the employee has done okay, but there are some things on which the employee can
approve. The employee nods frantically, just wanting this whole thing over with. Finally, with a barely hidden sigh of relief, the
manager tells the employee thats all, they shake hands and the meeting ends with sighs of relief all around. The manager signs the bottom of the rating sheet, sticks it
in an inter-office envelope to the human resources department and that, he thinks, is that. What was just described is the
performance management system in the majority companies in the United States (and probably the rest of the world as well). A ratings chart, an uncomfortable discussion and relief when its
over. The problem is, what was just described is not an effective performance management system. This barely scratches the tip of the
ice berg. If a performance management system is going to work, and work well, it has to be a continuous system, with feedback all around, specific measurements, and the willingness
of both employees and managers to improve. In short, a well-designed performance management system makes rating charts and awkward yearly meetings totally irrelevant.
Christopher Lee (2006) suggests that employees dont necessary want appraisal as much as they want feedback. He has a point - employees want to know if theyre doing
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