Engineering managment - Essay Example

Guidelines of Productive Performance Appraisal The XZY supplies company provides office furniture and stationery for businesses located in the U.S and has several regional offices. However, due to the sound levels of growth shown by the company in recent years, the HR manager has decided to bring in a performance culture that could maintain the good performance of the company. The HR manager has, therefore, appointed me as an engineering manager to observe the performance appraisal of all the regional offices and come up with a set of guidelines on how each office should be managed (Costello 57).

As an Engineering manager I have observed two regional offices that have adapted different appraisal and rewarding systems. In the first office, the manager seems to be very casual with the employees. She has been running her office informally and she seems to be a populist and she does not like falling apart with her team members. She seems like she has no clearly defined objectives. She also does not like keeping records, especially those of the appraisal. Her rewarding system is based on gut instincts instead of facts.

Everybody seems to love the manager. On the other hand, the second office is a complete contrast of the first. The manager is reserved (Sachs and Falcone 45). He is focused so much on the appraisal which is already predetermined defined. He seems to be more of the employees’ flaws and shortcomings. He seems like he rewards the employees depending on their performance and the context, though he appreciates all his team members. There is a need to develop appraisal guidelines to ensure that the appraisal is effective.

Firstly, I would ensure that I design a performance standard form that is standard. This would specify the performance dimensions that would be evaluated (Grote 63). Some of these dimensions include job descriptions, and goals among others. I would also ensure I have formulated behavioral checklist would focus on an individual’s performance rather than comparisons. Secondly, there is need to have a performance review after every six months. This would ensure that the employees are reminded about their performance.

Thirdly, there is a need to ensure that employees are given their chance to suggest updates to their job description as well as giving a written input on the appraisal. Fourthly, there is need for managers to document their inputs; they should avoid acting like Amanda. In addition, the rewarding system should be defined. It is also good to ensure that the managers are always assertive. They should now focus so much on the workers’ flaws and negatives. Employees must be given constructive and objective feedback.

Lastly, all the managers must follow up employees’ progress vis-à-vis the set objectives. Works CitedCostello, Sheila. Effective Performance Management. New York: McGraw-Hill, 1993. Print. Grote, Dick. How to Be Good At Performance Appraisals: Simple, Effective, Done Right. New York: Harvard Business Review Press, 2011. Print. Sachs, Randi T., and Falcone Paul. Productive Performance Appraisals. New York: AMACOM, 2007. Print.