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This 4 page paper looks at the evaluation and reward model in business that is somewhat controversial. Examples are provided.
Bibliography lists 3 sources.
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4 pages (~225 words per page)
File: RT13_SA633EaR.rtf
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are given as rewards for effective performance. Of course, an evaluation must be made in order to determine how well an employee is performing. At least, that is one model.
Rewards could also be given at random, or to all employees regardless of evaluation. In other words, spot bonuses for a particularly favorable accomplishments, are sometimes effective. Another aspect of
this system involves a detailed analysis of performance that some people feel is unnecessary. Should rewards be given to employees for excellence? In many respects the evaluation/reward model makes sense.
Some companies take the idea of evaluation to an extreme. For example, a 360 degree evaluation allows for feedback from not only direct superiors but from clients and peers as
well (Barista, 2006). It is believed that this idea allows for a well rounded evaluation (Barista, 2006). Yet, the idea of evaluation is fraught with problems. Who is giving the
evaluation? Might that person have grudge? Might ones superior feel threatened by good performance? Ideally, the hierarchy in a corporation does dictate that evaluation is made from a superior and
that they try to do this with objectivity. Yet, this practice is often criticized. A 2005 study found that employee performance is not measured correctly (Weinstein, 2006). Self-assessments for example
are seen as flawed because employees tend to see themselves as either more or less productive than they are in reality (Weinstein, 2006). The process of evaluation and reward is
a common practice but it is implemented in many forms. In some companies, there are annual evaluations and the process is rather formal. Managers fill out forms based on performance
as they see it. The employee will usually listen to the evaluation and then, a raise may be given based on the analysis. Of course, that is only one paradigm.
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