Case study
Executive Summary
Most HR professionals have a general idea of how their subordinates would improve. They take performance appraisals to evaluate their personnel and find ways to improve their performance. This report examines the supervisors’ performance appraisal method of Uraya Land Development Inc and focuses on answering possible developments in their current method used. Personal interviews were conducted to the HR Officer and other key persons in Uraya Land Development Inc. It has found that the method of performance appraisal was an old style of evaluating workers and the company has been using it for so many years and it needs to be revised. Using an old style of performance appraisal can be erroneous because of its narrow view about the real performance of the employee. It needs to be updated and revised in order to complement the needs of the industry and fit to a dynamic working environment. There may be some built – in biases in the minds of the rater , based upon his own perception of things, people and performances. A person maybe rated higher because he is a “nice” person or because of his seniority. The study limits its scope within the Butuan Branch ULDI and focuses on the ongoing system employed by the real state firm.
Introduction One of the essential and crucial HumanResources Management functions is the performance evaluation. Other than hiring, training and pay allocation skills, to be an effective HR manager therefore requires the performance appraisal skills that goes beyond the premisesof the superior’s point of view but rather a full-sphere perspective. An innovative yet effective tool in assessing employee performance that aims to gain or maintain a competitive edge in marketplace—particularly the job market, is imperative. This case study evaluates and clarifies the concerns that confront the organization with its ongoing HR performance appraisal program that long been practiced over the years. Many if not most
Most HR professionals have a general idea of how their subordinates would improve. They take performance appraisals to evaluate their personnel and find ways to improve their performance. This report examines the supervisors’ performance appraisal method of Uraya Land Development Inc and focuses on answering possible developments in their current method used. Personal interviews were conducted to the HR Officer and other key persons in Uraya Land Development Inc. It has found that the method of performance appraisal was an old style of evaluating workers and the company has been using it for so many years and it needs to be revised. Using an old style of performance appraisal can be erroneous because of its narrow view about the real performance of the employee. It needs to be updated and revised in order to complement the needs of the industry and fit to a dynamic working environment. There may be some built – in biases in the minds of the rater , based upon his own perception of things, people and performances. A person maybe rated higher because he is a “nice” person or because of his seniority. The study limits its scope within the Butuan Branch ULDI and focuses on the ongoing system employed by the real state firm.
Introduction One of the essential and crucial HumanResources Management functions is the performance evaluation. Other than hiring, training and pay allocation skills, to be an effective HR manager therefore requires the performance appraisal skills that goes beyond the premisesof the superior’s point of view but rather a full-sphere perspective. An innovative yet effective tool in assessing employee performance that aims to gain or maintain a competitive edge in marketplace—particularly the job market, is imperative. This case study evaluates and clarifies the concerns that confront the organization with its ongoing HR performance appraisal program that long been practiced over the years. Many if not most
References: Beer, Michael, et al. Human Resource Management. New York: Free Press, 1985. Greenlaw, Paul S., and John P. Kohl. Personnel Management: Managing Human Resources. New York: Harper & Row, 1986. Pace, R. Wayne. Human Resource Development: The Field. Englewood Cliffs, NJ: Prentice Hall, 1991. Scarpello, Vida G., James Ledvinka, and Thomas J. Bergmann. Human Resource Management. Cincinnati: South-Western, 1995. Birthdate: September 21, 1989 Address: San Marcos, Bunawan Agusan Del Sur