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Essay / Research Paper Abstract
This 5 page paper comments on the philosophies of performance management, best practices, and specific models of appraisal. The 360 degree feedback process and balanced scorecard are discussed. The writer comments on which to apply to a fictitious company. Bibliography lists 7 sources.
Page Count:
5 pages (~225 words per page)
File: ME12_PG690247.rtf
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not like performing employee performance appraisals and most employees do not like participating in them. A very small percentage of employees would agree that the performance appraisal process used in
their organizations does anything to improve their performance (Pulakos, 2004). Yet, having a good performance management system is essential. Whitford and Coetsee (2006) reported that of all human resources activities,
performance management has the most impact on the performance of the organization, including its bottom-line. All performance management philosophies are directly related to the organizations management philosophies. For example, the
University of California at Berkeleys philosophy of performance management is a full page long and begins with the statement that the university is committed to having an effective system that
is aligned with both the universitys goals and the departments goals and that the appraisal involves employees and is fair and transparent (UC Berkeley, 2011). It goes on to outline
the responsibilities of supervisors, of employees and of the university itself in this process (UC Berkeley, 2011). On the issue of philosophy, Whitford and Coetsee (2006) wrote that the general
philosophy of performance management is one that emphasizes shared values, empowerment, individuality, and self-direction. A benchmarking report from The International Public Management Association for Human Resources (IPMA-HR) identified several practices
for effective performance management. These include: aligning individual performance expectations with organizational goals; connecting performance expectation to other goals such as teamwork; proving employees with regular performance feedback; follow-up activities
that focus on the priorities of the organization, linking pay to performance, establishing distinctions in performance, involving employees in the performance management systems (Fox Lawson & Associates, 2008). This report
also stated that it is essential and critical to train supervisors and managers on how to conduct performance appraisals effectively (Fox Lawson & Associates, 2008). There are strong theoretical arguments
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