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The problem however is – how can the performance rating of employees be made accurate? It is hard to unanimously vouch for the accuracy of any one rating system. Rather than the actual accuracy of the rating system, as DeNisi (2011) argues, the perception of the employee as to the accuracy of the rating system is more important. The aim of performance management should be to motivate employees to change their behavior. Simply put, improved performance calls for behavioral changes on the part of the employees. If this is to occur, the employees need to see the need for the change, for this they need feedback and ratings. For this, the rating system needs to be transparent so that the employees perceive the accuracy of the performance ratings. This can be done by not only elaborating the rating mechanism to employees but also by giving them a chance to appeal or question the ratings. If employees trust the feedback and see that to achieve a certain goal, they need to change a behavior, they will do so. DeNisi (2011) argues that if employees can see how their behavior improves their performance at a higher level and how it will improve the performance of the firm itself, it will make it easier for them to change their behavior to improve individual as well as organizational performance.
This article is of high relevance to organizational development. It scrutinizes every aspect of performance management and how it can be implemented to encourage performance improvement through employee engagement and behavioral changes. The article stresses on the importance of introducing a transparent rating and feedback system so employees know what behavioral changes are required and how these changes will affect their as well as their organization’s performance.
Organizational leaders need to introduce a robust mechanism of performance management that goes beyond just training and coaching employees and
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In line with the subject of investigation, the researchers formulate four hypotheses, among of which are: music training would improve verbal intelligence independently of spatial intelligence, and that visual-art training would improve spatial intelligence independently of verbal intelligence; music and visual-art training can lead to rapid transfer; both of computerized training programs would improve participants’ executive control, as indexed by accuracy and reaction time; and music training would increase the amplitude of the P2 (Moreno, et al., 2).
Old ideas and theories including present one have been analyzed. Scientific approach has been adopted to study humor behavior perspective basing on animals, genetics, child, pathological conditions, neurobiology, traditional societies and cognitive archeology; these topics are potentially salient to the evolution of humor.
This is to the extent one despite having obtained certain research results tend to make estimations or assumptions favouring one’s expectations (Miller, Besser & Vigna, 2011). Therefore, Miller, Besser and Vigna (2011) in this article
t, he notes that other than offering reliable energy source, solar power has the potential of creating new jobs and aiding the consumers save on energy spending, besides being environmentally friendly. He considers three primary types of solar energy – solar thermal,
The results of the empirical scrutiny indicate that, credit ratings are not the primary concern in making capital structure decisions.
The Influence of credit ratings on the capital structure had not been previously formally investigated. The
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