Every organisation recognizes the importance and necessity of personal development to attain various benefits for the personnel and their organisation. In this regard, many organisations have recognized the importance of performance appraisal systems. …
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Most organisations in the world, whether public or private; large or small, tend to make use of performance appraisal systems to attain objectives related to the management of human resources. However, organisations tend to use numerous tools related to the appraisal of performance. Unfortunately, the employment of various methods for performance appraisal has resulted in confusion, most especially as regards the true purpose of the former. Hence, researchers who have conducted studies with respect to the matter have proposed different solutions with respect to the manner by which the performance appraisal system could be effectively improve the latter. Feng, Foster and Heling (n.d.) mentioned that an effective appraisal system takes into regard cultural values that staff finds fair and acceptable. Moreover, an effective appraisal system also demands a reciprocal cooperation between the members of the staff and the management of the organisation. Parenthetically, it is through this reciprocal cooperation that the satisfaction and motivation of the employees are guaranteed.
Moreover, Kavanagh, Benson and Brown (2007) also provided a theoretical discussion regarding performance appraisal processes. According to Kavanagh, Benson and Brown (2007), performance appraisal processes are best explained through the control and social exchange theories. The process control theory mentions that the perceptions of fairness are related to the degree of control provided for each employee. (Bernardin, Hagan, Kane and Villanova 1998; Crawford 2005). On the other hand, social exchange theory gives paramount importance to the relationships that form future obligations as a consequence of the development of an effective performance appraisal system (Arvey and Murphy 2008; Bartol, Durham and Poon 2001; Crawford 2005; Grote 2002; Sloman 1999). An effective performance appraisal system entails the proper manner by which employees are treated (Burke and Cooper 2005; Khan 2005). As such, fairness is considered essential to determine the amount of control exercised over an employee as well as in the manner by which the person conducting the appraisal over the employees concerned (Schuler and Huber 1996). Additionally, an effective appraisal system also frowns upon diversity (Arvey and Murphy 2008; Crawford 2005; Sloman 1999). According to various studies conducted that focused on performance appraisal systems, the latter must acknowledge the means by which the organisation could accommodate diversity amongst their employees (Burke and Cooper 2005; Sloman 1999). As earlier mentioned, a number of appraisal methods exist, depending on the preference of the organisation (Crawford 2002; Grote 2002; Sims 2002). There are performance appraisal systems which are based on ratings whereas there are others that focused on the comparison of the objectives and the performance of the employees in relation to the latter (Grote 2002). In this sense, studies also emphasized
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The internationalization of business establishments and enlargements in information technologies has brought various alterations which are capable to modify the old rhythm of work. The new alterations modified the world of business establishment, and its old routine of work in the organization.
In the present day and age, it is important to understand people in organisations because people make the difference in an era of ever – expanding global competition, rapid technological change, erratic economic fluctuations and unpredictable political stability.
The current study deals with an understanding of the capability of a performance appraisal system in influencing the employee performance within an organization. The focus of the study has been to understand whether there is a need to incorporate alternative measures within organizations to effectively influence organizational employees.
The variables in this study are effective Human Resource Management and standardized Performance Management. It contends that human resource would excellently contribute to the goals of the company using theories of motivation, transformative leadership and tools for strategized corporate plans and decisions.
The best means of staff appraisal: management and employee perceptions. Objectives: The objective of this study is to take an investigative approach to research the various staff appraisal systems available and implemented within the business arena.
LITERATURE REVIEW 9 3.1 INTRODUCTION 9 3.2 BACKGROUND OF PERFORMANCE APPRAISAL 10 3.3 MAIN APPROACHES TO PERFORMANCE APPRAISAL 11 3.4 OBJECTIVES OF PERFORMANCE APPRAISAL 12 3.5 KEY ISSUES AND THEMES 14 3.6 PROBLEMS IN CONDUCTING PERFORMANCE APPRAISAL 23 3.7 MANAGERIAL ROLE 26 3.8 EXISTING RESEARCH IN THE ENTERTAINMENT INDUSTRY 27 3.9 CONCLUSION 29 4.
The Impact 14 2.3. Some Observations 17 Summary 18 Chapter 3 Research Methodology 19 3.0 Introduction 20 3.1. Research Approach 20 3.2. Research Design 21 3.3. Data Collection 21 3.3.1. Secondary Data 21 3.3.2. Primary Data 21 3.4. Validity and Reliability 24 Chapter 4 Findings and Discussions 26 4.0.
The study was literature review based. It applied a secondary approach of research, in which vital information researched previously for different avenues, and availed online was explored. The study focus of the study was on the Post-Acquisition Staff Retention at Kraft after taking over the Cadbury Company.
This research was inspired by the objectives drawn from the context in present day HR functions in the organization of the researcher. The researcher also desired to provide in the deficiencies n the existing HR function in terms of existing policies and procedures- so as to make the entire HR function more aligned to the overall strategy of the organization.
40 Pages(10000 words)Dissertation
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