Performance Appraisal as a Positive Part of the Performance Management Process
Performance Appraisal as a Positive Part of The Performance Management Process:
(A Case of Mofas Shipping-Line)
By
Ola Kazeem Falodun
KINGSGATE Ireland
March 2008
Introduction
Performance appraisal as a positive part of the performance management process has come a very long way in the history of human resource management. Performance appraisal is one of the central pillars of the performance management which is directly related to the organizational performance and have a direct and significant impact on it. Performance appraisal has been, and is still the strength of performance management,.
The main focus of this work is centred on:
Assessing critically how the formal appraisal system can contribute to the performance management process
Identifying and explaining a range of methods of appraisal, considering their objectives and limitations Explaining how an appraisal system can be successfully introduced and maintained within an organisation
Analysing an appraisal system in an organisation
In carrying out this work, the researcher discovered that there is a strong relationship between performance appraisal and performance management, it can affect the organizational performance both positively and negatively, and should be dealt with care and expert knowledge and experience.
1.1 Definitions
(a.) Performance management
Armstrong and Baron (2005) defined it as "a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance".
(b.) Performance appraisal
“It is a process that brings together all the different approaches to the management of Performance“ Taylor (2005).
2. Contributions of The Formal Appraisal System to The Performance Management Process
In establishing the contribution of the formal appraisal system to the management process, Price, (2004) emphasised that enthusiasts for performance assessment
(A Case of Mofas Shipping-Line)
By
Ola Kazeem Falodun
KINGSGATE Ireland
March 2008
Introduction
Performance appraisal as a positive part of the performance management process has come a very long way in the history of human resource management. Performance appraisal is one of the central pillars of the performance management which is directly related to the organizational performance and have a direct and significant impact on it. Performance appraisal has been, and is still the strength of performance management,.
The main focus of this work is centred on:
Assessing critically how the formal appraisal system can contribute to the performance management process
Identifying and explaining a range of methods of appraisal, considering their objectives and limitations Explaining how an appraisal system can be successfully introduced and maintained within an organisation
Analysing an appraisal system in an organisation
In carrying out this work, the researcher discovered that there is a strong relationship between performance appraisal and performance management, it can affect the organizational performance both positively and negatively, and should be dealt with care and expert knowledge and experience.
1.1 Definitions
(a.) Performance management
Armstrong and Baron (2005) defined it as "a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance".
(b.) Performance appraisal
“It is a process that brings together all the different approaches to the management of Performance“ Taylor (2005).
2. Contributions of The Formal Appraisal System to The Performance Management Process
In establishing the contribution of the formal appraisal system to the management process, Price, (2004) emphasised that enthusiasts for performance assessment
References: CIPD (2008) Performance management: an overview. Journal, 2nd ed. London: Chartered Institute of Personnel and Development http://www.cipd.co.uk/subjects/perfmangmt/appfdbck/perfapp.htm?IsSrchRes=118/05/08 Armstrong, M. and Baron, A. (2005) Managing performance: performance management in action. London: Chartered Institute of Personnel and Development. Fletcher, C Gillen, T. (2007) Performance management and appraisal. 2nd ed. CIPD toolkit. London: Chartered Institute of Personnel and Development. Houldsworth, E Torrington, D., Hall, L. and Taylor, S. (2008) Human Resources Management. 7th ed. England: Pearson education. Martin, M. and Jackson, T. (2005)Personnel Practice. 4th ed. London: Chartered Institute of Personnel and Development. Taylor, S Armstrong, M. and Murlis, H.(1991) Reward Management: A handbook of remuneration strategy and practice. 2nd ed. London, IPM and Kogan Page.