Performance Review Takes a Page from Facebook - Research Paper Example

? Performance Review Number: Social networking has become popular to the point of being a daily supplement to performance assessment and human resources (HR) development. Because of this, the need to carry out proper performance evaluation (as opposed to weak and unstructured methods such as regular conversations); study the relation between generational change and performance; analyze the payoffs of performance evaluation systems social network tools have become expedient. It is because of this that this essay seeks to establish the reality on these matters. Question 1 It is very untenable to posit that regular conversations with employees and familiarity with their stand can overwrite the need for performance evaluation. First, it is likely that these regular conversations also include both formal and informal discourse. Informal discourse does no constitute the frameworks of performance evaluation. Conversely, taking regular conversations and an employees’ acquaintance with their stand is akin to taking an individual’s words for a fact. What an employee says he has done is not what may be the reality. Many are the cases when employees have assured their bosses that they have finished a project, to save face, and with the hope of finishing the project before the boss asks for it. Performance evaluation also factors several measures and frameworks that conversations and familiarity may not capture, the degree of regularity and familiarity notwithstanding. First, performance evaluation should be carried out on regular basis (for instance, at the end of a fiscal year) and should be facilitated by the human resources (HR) management or a supervisor. It is debatable if the boss will follow through the frameworks that entail performance evaluation, due to the impromptu nature of a conversation. In a closely related wavelength, performance evaluation becomes only meaningful with a performance target in mind or at hand. Even if the boss may have this in mind, it is a fact that his mind will not contain all the specific frameworks of performance evaluation. It is very unlikely that the employer or the boss will keep every employee’s performance target, in order to make sensible performance appraisal. Performance evaluation also meaningful if it factors it is followed up with proper correctional action. Because there would be no proper performance appraisal, it follows that such conversations will not capture proper correctional measures such as workshop drives and training programs, or the degree to which they should be carried out. Question 2 When one looks at the possible effectiveness of the social network performance review to veterans, baby boomers, Gen X, and Gen Y, one realizes that there are changes that have taken place. For the veterans and the baby boomers, it is clear that conventional type of social network performance was used, in lieu of the online social networks. This is because the world had not yet become acquainted to the Worldwide Web. Generation Y and X began using social networks to perpetuate organizational goals, earlier and more frequently than the baby boomers and the veterans due to age. For instance, the veterans (1922-1943) always value clarity and consistency in respect to rules, performance standards and decision making processes. This generation may therefore need clarification on what it is actually expect of it, when introducing social network performance. Baby boomers (1944-60) in turn will also realize positive social network performance reviews since this group likes being in control. Generation X (1961-1980) may also register positive social network performance review since it has the ability to flexibly balance work arrangements and work balance. This group also has ready access to exciting and meaningful work choices. Generation Y (1981-2000) may also register pleasing social network performance review since it has a knack for teamwork, fast decision making and self-motivation. Question 3: Justification of the statement, “The biggest payoff of these social network style tools may prove to be better performance by the boss.” It is true that the biggest payoffs of these social network style tools may be the prevision of better performance. This is because social networks link communities or social clusters that have a point of commonality. Thus, by being linked to an online social network, one is able to get online and automatically, the target group. For instance, getting one Facebook subscriber who uses a specific product may make it easier to locate other potential clients. All that one will have to do is consider the subscriber’s friends as possible candidates. Once the marketer befriends the Facebook subscriber, he will be sent email notifications to consider friend requests from the subscriber’s social circle. This simplifies marketing since this identification of the market is done virtually. The cost and time that would be incurred in travels and physical presentations are thus extirpated for greater profitability. Social network style tools also increase productivity by increasing the scope of target audience at once. Presently, web 2.0 and videoconferencing have made it possible to make presentations and hold meetings to as many stakeholders as possible, and thereby facing out numerous travels, costs incurred to assemble logistics and time that would be used to repeat presentations or meetings to different stakeholders. Social network style tools may only not work well if the personnel of an organization are not accustomed to these tools. It is important an organization orientates its rank and file on the use of these social network style tools to ensure effectiveness and competence. The organization must also stipulate the use of social networks for personal use to avoid the wastage of an organization’s time. 4. Discussing whether social network type evaluations aid or hinder the overworked American, in respect to O’Toole’s statement O’Toole’s statement on the concerns that Americans are increasingly overworked because of social network type evaluations can best be taken relatively and not as an absolute. This is because; there are merits that have been associated with social network type evaluations. For instance, social network type evaluations compels workers to be more specific when crafting their responses to questions that members of a social circle have asked, the American employee will have to pay attention to the nature of the social circle and the type of social network involved. Facebook, Twitter, MySpace, Google + (Plus) and Skype are some of the social online networks that an organization may consider for this purpose. Since an employee will have to consider the type of social network that suits a favorable approach and answer, he will be able to accrue greater working insights. This inculcates a wider scope of experience on the side of the employee. At the same time, social network evaluations have become important in making workers excel on newer dimensions of performance. Because of social network type evaluations, the employee no longer looks at the volume of his work performance in isolation, but in light of the prevailing output of other workers in a social network. This may stand diametrically opposed to the idea that social network type evaluations entrench the overworking of the American labor force since this kind of evaluation may indicate that an employee has overly met his target and may therefore need time for rest. In respect to the foregoing, it is more tenable to charge that social network type evaluations may encourage the overworking of American employees, if there are no modalities in place to specify performance target, in respect to time. References McGregor, J. (2009). “Performance Review Takes a Page from Facebook.” Bloomberg Business Week Magazine. Bloomberg. Read More