Appraisal at Yarra Bank - Report Example

Appraisal at Yarra Bank Name: Institution: Appraisal at Yarra Bank Appraisal programs may be used as tools to support agency initiatives, such as focusing on results, improving client service, and progressing teamwork. These programs frequently require a change in the company’s culture and employee manner to be successful. On other hand, performance appraisal programs generate a great deal of anxiety and suspicion. This may suggest that both managers and employees perceive performance appraisals as achieving a rare synthesis of ubiquity, futility and inevitability (Dimock, 2004). Hence, the perceptions of management and employees are more important to the success and effectiveness of the program. Employees may also require having feedback results concerning their performance; elements and standards as present and fair (Dimock, 2004). In other words, this would be fair as the employee feels that they are the part of the company when it considers their interests and benefits. In this case study, the researcher is going to discuss or give a solution on how to assist new employees and experienced employees during performance appraisal. This will identify the weakness and strength of the present appraisal program, concerning the rating of employees. It is identified that some stakeholders of Yarra Bank are not happy with the appraisal programs. This problem is occurring because of the appraisal ratings that employees are getting, according to how they are performing. This may create enough satisfaction to the employee as the organization progress. Therefore, it is important that appraisal programs appear to have all the right components, since, the perceptions of the users will be key to whether the program operates successfully. When rating new employees together with experienced employees, there is bound to arise inconveniences in a company. Smith (2005) states that the manager has the responsibility to recognize and reinforce the strong performance of the employees to recognize and encourage improvement where needed. Hence, there have been desired characteristics and behavior changes may be an indication that the appraisal program has had some effect. However, again, it would be difficult to attribute, attitude changes solely to the appraisal programs. Johnson (2004) points out that, with the appraisal program regular stakeholders may be affected by the efforts. It may affect individuals with a strong interest for academic, philosophical, or political reasons. In some reasons, appraisal program may affect the primary stakeholders. This primary stakeholder may be affected positively or negatively, by an effort or the actions of an organization institution. The trend may affect all resources of the outlet and inlet, which may include consumers and deliveries. However, for primary stakeholders on both sides of the equation, a regulation that benefits one group shall have a negative effect on another. Johnson (2004) points out that, there is a secondary stakeholder that may also be affected by performance appraisal programs. The group is indirectly affected, positively or negatively by an effort of the organization or institution. The group may be affected when they lose their interest are employees, especially where the program terminates some experienced employees they are familiar with. For instance, it could have a positive effect and loses relationships with the clients within the country and globally. It may require more training on these new employees to gain much experience while this occurs after the company has lost its clients. Smith (2005) asserts that it may take some times for the client to adapt new faces to create a relationship. Another group that may be affected by appraisal programs is the key stakeholders, which may include either first two groups. A positive or negative effect on an effort is important within a union, agency or institution to engage an effort. The director of an organization is the one who should be the key stakeholder, but so might line staff, including the employees, that work directly with participants, who carry on the work effort. According to DuNisi (2003), it is important to know or to understand every individual and group have a different character in different situations. If the Human Resource (HR) identifies groups with different performance and wants to rate those according to their performances, the HR must consider the experienced groups (DuNisi, 2003). Because of its effectiveness to the primary stakeholders, secondary stakeholder, and key stakeholders, the manager should not consider increasing salary. For the new employees, because this entire group plays the same part, regular clients are familiar with their faces. The human resource should consider their stakeholders within the country and globally, and rate them according to their experience. If the company does not consider this experienced group, these groups may lead the company to collapse. It may happen because clients who trusted them since the organization begun may lose their interest in the organization. If the experienced groups are terminated, the company may lose its benefits because they are the groups that brought the company up since company begun its strategies. In some cases, clients sometimes would mostly require having a bank or an organization that they can trust when they find that some of the employees whom they trust are terminated (DuNisi, 2003). They may lose their interest in the company, and that is where the company gets chances of loss, and their competitors have a chance to catch their stakeholders. The researcher points out that, trust comes from deliveries, and those stakeholders that deliver their products to the company may also lose their interest in the company. After they find that employee whom they have trusted since are terminated. For instance, some clients intend to come to the company, not only for the best service the company is providing but for the relationship with their stakeholders. Recognizing groups with a rating performance, including both experience employees and new employees may be difficult sometimes (Axson, 2010). If the human resource has decided to rate new employees and left some experienced employee hanging to be terminated for a period, it may not provide some changes to the company, because all these groups have important part they play to help. Concerning the company’s development, rating them during their performance may also strengthen the weak parts of the organization. Though, appraisal programs may also motivate other employees who do not work hard, and some of them may be surprised by the rating’s feedback they have received. There would be an increasing minimum rating wedge at the end of the year in every department of an employee. This may motivate all stakeholders, including managers, supervisors and ordinary employees (Axson, 2010). Sometimes it happens that managers may be reluctant in failing to consider how the organizations can be developed. Hence, it is simply referred to how powerful stakeholders in terms with the client of influencing the direction of the project and the outcomes (Smith, 2005). Smith (2005) points out that coaching new employees and experienced employees in a way that will strengthen two-way communications and reinforce desired character. Hence, the appraiser should advice employees ahead of the time of the issues that the appraiser wants to discuss. The human resource should regularly be asking employees about their career aspirations, and to assist them identify the areas they shall wish to improve or develop, as well as resources available (Smith, 2005). This may assist when the appraiser develops the company’s services and strengthen their new employee and experienced employees. An appraisal must be treated as a chance for the employee and the organization to review the year and arrange their positives plans. This should not be treated as a formal criticism meeting or day of reckoning (Smith, 2005). The appraiser may ask the employee how they feel about their performance. The appraiser may also ask them how they like the job and what opportunities for advancement or training they would like to follow. Occasionally, this may build or create self-improvement to all the groups, between the new and experienced employees. Any events must be agreed on concerning the appraisal programs, whether it is for any additional guidance, a raise or promotion, or corrective actions. The appraisal must follow through on as soon as possible, to strengthen the company’s services and in action to discuss the performance appraisals. Particularly, rewarding, should only be accessible as an effect of improving performance, and never as terminating employees or an empty assurance attempting to motivate the employees in the future. The performance appraisal program is not fully done until the manager, and the employees have followed all of the elements that they discuss as part of the development. The manager who does not pursue through an assurance will be perceived by the employees as not taking their own proposal or the needs of staff seriously. Bibliography Dimock, H. G. (2004). Outcome-based Program Development and Evaluation: New York. Captus Press. Print. Johnson, B. (2004). The case of performance appraisal: Singapore: Library Administration and Management. Print. Smith, S. D. (2005). Performance appraisal Management: Sally in Libraryland. Illinois Library Association Reporter vol 23. Pp, 18-19. DuNisi, A (2003). Cognitive Approach to Performance Appraisal: People and Organizations. The University of South Carolina, Routledge. Print. Axson, D. A. J. (2010). Best Practices in Planning and Performance Management: Radically Rethinking Management for a Volatile World, Singapore: John Wiley & Sons. print Read More