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Essay / Research Paper Abstract
A 16 page paper that discusses different aspects of performance evaluation. Subtopics include: Appraisal used in the TQM framework; the purposes and uses of the appraisal, including administrative, development and documentation; Behaviorally Anchored Rating Scales, MBO, and 360 degree appraisal models; negative impacts of employee evaluation; psychological effects; costs; validity, reliability, bias; and common errors, such as halo and central tendency errors. Bibliography lists 12 sources.
Page Count:
16 pages (~225 words per page)
File: MM12_PGprfev5.rtf
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Unformatted sample text from the term paper:
these companies. Further, the use of work teams does not lend itself to many of the kinds of evaluation formats being used. Traditional evaluations of performance set up a competitive
environment, particularly when raises are based on the evaluation results and the manager is limited in the amount of raises he can award. Both the team concept and the total
quality management processes call for cooperation, not competition thus some forms of evaluations could actually hinder the companys goals and objectives. These types of evaluation processes would also be an
indicator of the companys lack of total commitment to using these new work procedures. Smith, Hornsby and Shirmeyer stressed that it is essential that the company select performance appraisal methods
that are compatible with the current management philosophies and with the work practices being used (1996). Drucker called performance appraisals one of the "deadly diseases of Management" (Brown, 2002). Drucker
went on to say that the variations in performance were systemic, or a function of the systems inherent in the organization; variation was not due to individuals (Brown, 2002). What
performance appraisals do, according to Drucker, is to blame individual employees for the lack of excellent performance of the organization (Brown, 2002). Hansen also comments that the traditional performance appraisal
is contrary to the philosophy of total quality management (2003). TQM is based on team work, on continuous systemic improvement, on constantly improving quality and on customer satisfaction (Hansen, 2003).
Consider the effects of individual performance appraisals for the purpose of obtaining raises or promotions (Hansen, 2003). A competitive corporate culture is the result rather than the collaborative culture
required when following the TQM philosophy (Hansen, 2003). To adapt performance appraisals to the TQM environment, there needs to be a team-oriented appraisal system (Hansen, 2003). The process needs to
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