Managing Employee Performance
Managing Employee Performance
HR2E01N
31st-July-2009
Q.”Assess the use of 360-degree appraisals in performance management”
Performance management is the process of management that contributes to the effective management of individuals and teams to achieve high levels of organizational performance. Some see performance management as performance related pay schemes and others as the performance appraisal systems. In simple terms, performance management provides the means for people to improve their performance or apply their abilities more constructively.
An appraisal is the business tool used at a regular basis to measure an employee’s performance. It is an opportunity to take an overview of a specified period keeping a record of what has been achieved. Appraisals are followed by ratification of objectives for the next period. They are also sometimes used as motivational tools.
This process determines the measurement of performance and helps in the development of employees. The main objective in this process is to improve the performance of individuals to ultimately improve the efficiency and productivity of the company. Appraisals subjectively assist post holders to understand the accountabilities and performance standards of a company. The process provides the opportunity into looking at what the company has achieved and what it can achieve. The tool helps set objectives for the next period in hopes of achieving a higher sales target for example.
Performance appraisals benefit post holders as they reveal the good and bad aspects of a given job. They improve the relationships and moral within the organisation. For an organisation performance appraisals acquire information about employees, information for development and assists human resource needs more accurately for example, promotions, bonuses, perks, individual payment schemes, etc.
There are different types of performance appraisals, they are as follows
Appraisal by immediate
HR2E01N
31st-July-2009
Q.”Assess the use of 360-degree appraisals in performance management”
Performance management is the process of management that contributes to the effective management of individuals and teams to achieve high levels of organizational performance. Some see performance management as performance related pay schemes and others as the performance appraisal systems. In simple terms, performance management provides the means for people to improve their performance or apply their abilities more constructively.
An appraisal is the business tool used at a regular basis to measure an employee’s performance. It is an opportunity to take an overview of a specified period keeping a record of what has been achieved. Appraisals are followed by ratification of objectives for the next period. They are also sometimes used as motivational tools.
This process determines the measurement of performance and helps in the development of employees. The main objective in this process is to improve the performance of individuals to ultimately improve the efficiency and productivity of the company. Appraisals subjectively assist post holders to understand the accountabilities and performance standards of a company. The process provides the opportunity into looking at what the company has achieved and what it can achieve. The tool helps set objectives for the next period in hopes of achieving a higher sales target for example.
Performance appraisals benefit post holders as they reveal the good and bad aspects of a given job. They improve the relationships and moral within the organisation. For an organisation performance appraisals acquire information about employees, information for development and assists human resource needs more accurately for example, promotions, bonuses, perks, individual payment schemes, etc.
There are different types of performance appraisals, they are as follows
Appraisal by immediate
Bibliography: • Michael L. Nieto (2006). An introduction to Human Resource Management. UK: Palgrave Macmillan. 143-160. • Michael Armstrong (2002). Employee Reward. 3rd ed. UK: CIPD. 390-395. • Michael Armstrong and Angela Baron (2005). Managing Performance. UK: CIPD. 120-135. • Ward, P. (1997) 360 degree feedback and organizational culture. London, Institute of personnel and development.