Appraising Performance at Precision

Question 1

Several issues are to be faced with the process.  One the employees are expected to raise high resistance to the proposed program based on the fact that their rating in the past has always been similar.  The program will, therefore, work to ensure that those that portrays greater skills and capabilities stands out. This may generate controversies among the employees (Martocchio, 2016).  This may result in poor relation in the workplace thus lowering productivity and performance gradually.

An addition issue that may be generated is a poor understanding of both understanding and communication performance objectives. The employees of the organization will thus be required by the program to have effective communication which must exist in two ways. In the past, the mode of communication was one direction guided and this may develop different issues (Martocchio, 2016). This is mainly because the employees are bound to feel betrayed or as if some information is being withheld from them. Based on the fact that the goals will not be communicated effectively to all the employees this will make them feel low (Tapamoy, 2008).

Appraisals at most of the times are not fair because some of the employees who are supposed to be praised are left out.  This, therefore, means that those that will feel discriminated or not appreciated enough will feel discriminated and will opt to leave work (Martocchio, 2016). This may, therefore, grow the turnover rate in the organization. Responsibilities for employees are also expected to rise which may low productivity based on the fact that employees will feel so much pressure. The changes are therefore expected to high higher rate of resistance from employees thus resulting in poor communication and relation (Tapamoy, 2008). The general productivity of the organization may be affected.

Question 2

The program in any organization is completely grounded on performance appraisal. This, therefore, implies that the performance appraisal must make all the considerations of merit pay system. A well-developed performance will only be determined by improved work benefits and bonuses in an organization (Tapamoy, 2008).  This, therefore, implies that the appraisal strategy should be developed completely.  This implies that the supervisors in the organization should ensure that the subordinates performance and productivity is reviewed often.  The rating procedure should be fair which not make some employees feel discriminated (Tapamoy, 2008).  This will help in avoiding the issue of low productivity and high rate of turnover.

Secondly, the criteria of performance appraisal that is utilized by the management should be communicated adequately to the employees. This should, therefore, include giving a detailed description of the job to ensure that there is job transparency (Tapamoy, 2008). This will additionally help in developing relations in the organization. Good communication is essential in developing productivity as well as performance.  The appraisal, reward and the compensation should be discussed with the employees. This is to allow them to raise their views of the strategies and their thoughts. This will, therefore, ensure that the interests of the employees are well considered before developing specific decisions.  Building better relations in the workplace should incorporate the desires and the wellbeing of everyone. This is mainly because employees play a crucial part in determining success.  Performance appraisal should be conducted often to act as a motivation strategy to keep employees motivated and to satisfy their needs (Tapamoy, 2008). This is mainly because high performance requires a high rate of motivation and needs satisfaction.

 

 

 

 

Reference

Joseph J. Martocchio. (2016). Strategic Compensation: A Human Resource Management Approach. Pearson Education.

Tapamoy, D. (2008). Performance appraisal and management: Concepts, antecedents and implications.