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Summary - Admission/Application Essay Example

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Summary Summary of Chapter 8: Performance Management Performance management is one of the essential functions of human resource management. The objective of performance appraisal is to develop the overall efficiency and productivity by increasing the potential and the productivity of the individuals…
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Download file to see previous pages... raters). Uses of Performance Appraisal Performance management has various uses such as rectifying the performance of the employees, adjusting employee compensation, taking decisions related to placements, recognizing training needs ascertaining development and career planning, identifying shortcomings in the staffing processes, finding out the informational inaccuracies, diagnosing the errors in job design, avoiding any kind of discriminations relating to caste, creed, gender and any kind of external challenges (Schwind, Das & Wager, 2007). Key Elements of Performance Management Performance appraisal is an on-going process and the steps include determining human performance, taking performance appraisal interview, obtaining employee feedback and subsequently reviewing employee records and taking HR decisions accordingly. The appraisal system includes performance measures and the related criteria (Schwind, Das & Wager, 2007). A few of the key features of performance appraisal system include ascertaining job-related dimensions in which the system make evaluation of critical behaviors that comprise job related success. The dimensions of performance standards and practical understandings are imperative to recognize the desired outcomes from each performed job role. Consequently, based on these evidences performance measures are performed with particular referenced to critical behaviors (Schwind, Das & Wager, 2007). Performance Measures There are four important aspects with regard to performance measures comprising direct, indirect, objective and subjective. In the direct approach, the rater usually views or observes the performance of the employees. In the indirect approach, the rater possesses merely certain substitutes in terms of performance constructs. The objective aspect of performance measures specifies that it is generally quantifiable and can also be assessed by others. The subjective aspect on the other hand illustrates that performance appraisal is not verifiable by others and may also include the personal opinions of a rater (Schwind, Das & Wager, 2007). Rater Biases Rater biases are of five different categories and comprise the halo effect, recency effect, personal prejudice, leniency and strictness bias, frequency of feedback and errors of central tendency (Schwind, Das & Wager, 2007). Past–Oriented: Non-comparative Aspects of Performance Appraisal The past oriented non- comparative aspects of performance appraisal are judged on six categories consisting of rating scale, critical incident, behaviorally anchored, tests and observations, ranking along with forced distributions. The ratings scale is the most extensively utilized method, and it is subjective as it depends on the opinions of the rater as well as at times responses may also be rendered numerical values. In the critical incident mode, the rater makes a record of statements of performance and explains the occurrences of certain ineffective or effective behaviors. The behaviorally anchored technique measures the performance-related groupings and observes precise job-related factors. The appraisal based on tests and observations is generally conducted through a test which may be of either pen and pencil based or a demonstration. The ranking technique ranks the employees based on the categories from best to worst. However, in this method an influence of the halo effect and the recency effect is ...Download file to see next pagesRead More
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