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The of the Performance Appraisal - Case Study Example

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Section II Ageism or discriminating individuals by age has emerged as a pressing issue in the recent years and with the advent of laws regulating its appearance has had deep implications for business across the globe. It is crucial for businesses to identify the existence of this phenomenon and to take necessary steps to counter it as it is not only a detriment to sustaining a healthy and productive working environment but can also become a cause of intimidation amongst the work force in addition to lowering morale and reducing progression opportunities available to senior workers…
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The Case of the Performance Appraisal
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Download file to see previous pages At the very beginning of the hiring process, discrimination maybe avoided through adequate training of individuals involved in the selection process on age discrimination laws and regulation, creation of a well-structured criterion that is not biased heavily towards younger applicants. Like all problems revolving around the workforce, age discrimination is also an issue that is best handled as early as it occurs. A strong commitment by the management and a proactive attitude towards the elimination of this problem is essential. This involves a careful review of job descriptions to analyze the scope of responsibilities at each position and ensuring the existence of a good compensation system. Additionally a clear and transparent performance appraisal system is necessary in communicating a just and fair management that bases its decisions for layoffs on performance indicators as opposed to controversial factors such as age.(Jenny Cromie, 2008). Experts propound that decisions that are based on “the position and not the person” are less likely to be received as discriminatory by the workforce (Jenny Cromie, 2008). In a study on age discrimination in stimulated employment settings it was found that older people are less likely to be rated favorably in the absence of job relevant information (Finkelstein, Burke & Raju 1995) In order to discourage discrimination by coworkers, managers must ensure the clear communication of company policy on age discrimination highlighting its commitment to providing equal opportunities and maintaining a fair approach towards the entire workforce. Section III An increasing number of employees are covered by the Age Discrimination and Employment Act (ADEA) which overs employees over 40 years of age. Such laws in addition to a relatively sluggish world economy has contributed to a large number of older workers preferring to stay in their jobs for longer than some employers may expect (Jenny Cromie, 2008). Under such conditions it is not uncommon that corporations are often drawn into lengthy lawsuits by laid off employees in addition to facing the lack of morale in the workers that remain. It is therefore useful to consider alternative options that allow organizations to retain their elderly workers without experiencing an increase in costs. A mutually beneficial arrangement in the form of ‘Job Sharing’ appears as a useful tool for employers who wish to retain older employees. This could effectively make it possible for the business to make part time work available and hence attract applicants while still retaining the full time coverage of a job. The combination of different perspectives and experiences on the same job can be fruitful in generating new and creative ideas and speedy problem solving techniques. Encouraging professional development of the work force in general and ensuring adequate training of older employees as newer systems are adopted can also help in reducing the gap between ...Download file to see next pagesRead More
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