Effects of Employee Self-Evaluation - Research Paper Example

Problem Statement My employer has a policy of self-evaluation along with a proficiency assessment given by my immediate supervisor. I expect and prefer to be evaluated by the company rather than having to evaluate myself. These evaluations are a major factor in the company's determination of salary increase eligibility (Qadeer & Arshad, 2014). I believe it to be an unnecessary exercise that can negatively affect focus and employee morale. I feel it is the job of management to determine the value of the employee. To request someone to honestly assess their worth seems fair on the surface, however one must take into account that employees factor in their current financial and personal situations. Self-evaluations are uncomfortable even for highly proficient employees like myself. I prefer hearing the opinion of my performance from those who make the decisions on salary increases. Alternatives Instead of a self-evaluation from the employee, I suggest an open dialogue regarding my employers' determination. Allow the employee to discuss the company's opinion of their job performance. It should be up to the company to provide reasons based on factual observations as to why a raise is or is not deserved. Another suggestion would be setting up a goal oriented system to remove any doubt of the employees adhering to the company's proficiency model. If the requirements are clearly defined, then there is no need to have any employee evaluate themselves. Criteria By removing the self-evaluation element, you allow the company and the employee the opportunity to discuss the decision maker’s assessment of the employee’s value. If clear guidelines for raises are put forth, the employee has no reason to challenge or debate the employers' conclusion. Clear guidelines eliminate thoughts of personal feelings influencing either party’s' assessment. However Goal oriented raises can increase company morale as well as promote team work by giving the workers a map for success. Management evaluations may ease the anxiety of discussing my opinions to my supervisor. Not all positions in my department are staffed by people who feel comfortable speaking eloquently enough to promote themselves or their performance. Methods I propose the company sets up basic requirements for salary increases. Things like attendance and punctuality, work load completion and the ability to meet predetermined deadlines. These can be the foundation for salary increase determinations, along with specific department heads creating goals and expectations unique to that particular departments' productivity requirements. This system can be easily implemented, since performance expectations are already determined by the employer (Qadeer & Arshad, 2014). Part 2 Evaluation of Alternatives The alternatives that exist in the self-evaluation evaluation include the conduction of an open dialogue and setting up of a goal-oriented system. Concerning the determination of the eligibility of a salary increase, the two options have had productivities at different scales(Falcone & Tan, 2013). Some companies have tried the two alternatives including Motorola and Accenture in the process of predicting the job performance of its employees so as to guide on salary increment. On the part of Motorola, the option involving conduction of an open dialogue with the employees has managed to help increase the attitude towards the job and their behaviour of hard work. On the other hand Accenture an IT company resorted to the use of setting up of a goal-oriented system to appraise the performance of its employees. The alternative enabled Accenture to chart fairly a successful roadmap to the excellence in making the employees productive. Findings and Analysis Productivity On the first alternative of conducting an open dialogue, the productivity levels will increase because it could moderate the attitude of the workers to be positive. The commitment levels among the employees also increase enabling the employees to gain job satisfaction. On the other hand, the productivity of setting up of a goal-oriented system will moderately increase the company’s production levels. The alternative only sets a stage for the process of evaluation of the employees but failed to connect with aligning the set goals with goals achieving (Falcone & Tan, 2013). Cost In terms of cost, the alternative of conducting an open dialogue is high. It is because setting up meetings with the aim of dialoguing with the employees required additional resources. The management, for example, had to form teams that were to evaluate and seek opinions of each and every worker that is costly (Falcone & Tan, 2013). In terms of cost, the setting up of a goal-oriented system alternative is moderate. It is because the management has to set up a simple system that aims to attain the criteria of employee’s appraisal specifically. Company Image In regards to the image of the company, the alternative of conducting open dialogue negligibly increases the image of the company. Because the employees’ open dialogue with the management is only between the two parties, the public image of the company will be insignificant. Concerning the alternative of setting up of a goal-oriented system in the assessment of workers; it leads to the increase of the image of the company. It is so because the alternative enables the performance expectations to be explicitly stated in a form of a vision Worker morale Conducting of open dialogues in the process of job evaluation increases the morale of the workers. The employees will become more motivated because their opinion is being heard and their contribution to the job appraisal determination. Their involvement in the decision-making process pay increment boosts their morale towards work (Falcone & Tan, 2013). The alternative of setting up a goal oriented system to leads to a moderate increase in the morale of workers. The employees will see as if the management is trying to dictate the way job appraisal is being done without seeking or dialoging with them. The employees will view the use of the system as more strict and likely to set up a high standard. Practicality About the practicality, the alternative of conducting an open dialogue with workers is highly practical because of its simple nature. The alternative has a simple implementation strategy. The other alternative of setting up a goal oriented system has low practicability. It is so because it is a long-term option involving a strategic vision that only produces results over time and not immediately. Criteria goal oriented system option open dialogues option Productivity Moderate high Cost Moderate high Company Image Increase Negligible Increased Worker Morale Negligible increase Increased Practicality Low high TOTAL Low to Moderate Moderate to High Part 3 Transmittal Date Name Dear Mr/Miss: As agreed in our earlier I am submitting the report entitled Effects of Employee Self-Evaluation This report carries out an examination of the problem of self-evaluation in an organization where an assessment of the salary increment eligibility is done. The report investigates self-evaluation of the employees and what effect it has on their productivity and morale towards work. I hope the report suitable and satisfactory to you. Sincerely yours, Contents Transmittal 6 Contents 7 Executive Summary 8 Introduction 9 Problem Statement 9 Terminologies 10 Major sections and findings 10 Core self-evaluation and job performance 10 Self-guilt impact on the relationship between core self-evaluation and job performance 11 Impact of Gratitude in core self-evaluation and job performance Relationship 12 Organizational citizenship behavior relationship with Core Self-evaluation 12 The impact of setting up of a goal-oriented system in employee self-evaluation 13 Scope and Limitations 13 Recommendation 14 Reference 14 Executive Summary Maintaining employees’ productivity has been a challenge for many organizations involved in a competition. The report investigates self-evaluation of the employees and what effect it has on their productivity and morale towards work. The report also investigates on the alternatives to self-evaluation that are the conducting of an open dialog and setting up of a goal-oriented system. By incorporating the cost of the alternatives, company image and practicality of the options we will be able to predict the job performance of employees. Data collected from a sample group of workers in our organization through a questionnaire shows a significant effect that self-evaluation has on employees. The conclusions are specific in terms of the directions and contributions towards the appropriate self-evaluation alternative that will increase productivity. Introduction The existing policy of self-evaluation in the company alongside with a proficiency assessment has had a varied reception from the employees. The majority of employees including myself oppose self-evaluation in favor of the company evaluating us. As an important factor in the company’s determination of salary increase eligibility, evaluation is necessary (Falcone & Tan, 2013). However, if the method used to evaluate employees affects their morale and focus in work, then it is necessary to explore other evaluation alternatives. The alternatives include the conducting of an open dialog and setting up of a goal-oriented system. Problem Statement Studies have shown that self-evaluations are a problem since the employees feel uncomfortable. Employees find it hard to assess themselves honestly regarding their personal and current financial situations. Many employees prefer hearing an opinion on how their performance fairs from the management because they are the ones who make salary increment decisions. Another issue with self-evaluations is that the employees can manipulate their behavior from tip to toe to ensure they gain a salary increment. The situation will be disadvantageous to the organization since it will not reflect the ideal job evaluation that will warrant a salary increase. There will be a variation in the performance of the employees since they will tend to relax after the manipulation working. By incorporating the cost of the alternatives, company image and practicality of the options we will be able to predict the job performance of employees (Qadeer & Arshad, 2014) Terminologies Core Self-evaluation, Guilt, Gratitude, Open dialogue, Goal-oriented system, Job performance and Organizational citizenship behavior Major sections and findings The report’s focus areas include: The relationship between job performance and self-evaluation The effects of self-gratitude and guilt on the relationship between job performance and self-evaluation Organizational citizenship behavior relationship with Core Self-evaluation The impact of setting up of a goal-oriented system in employee evaluation Core self-evaluation and job performance Core self-evaluation is a self-concept that is positively regarded as a high-ranking method to evaluate and predicts individuals performance of an employee. Research shows that the employees of an organization with high Core self-evaluation levels are motivated to increase performance since they see themselves be more in control and worthy. The employees will exhibit higher performance because of the positive Core self-evaluation that evaluates situations of the employees optimistically. In line with the theory self-verification, individuals look for ways to verify self-concepts of their own by choosing certain situations (Falcone & Tan, 2013). The situations are often those that reinforce their self-concepts and provide feedback. It makes an individual employee to choose aspects that are positive of the job and increase performance at work. On the other hand, a negative Core self-evaluation makes individual employees Select aspects that are negative and reduce their performance in work. As such individuals with a higher level of Core self-evaluation will attain a cognitive balance that will enable them to perform at optimum the highest levels. The employees with a high Core self-evaluation will perform better than the ones with a lower level of Core self-evaluation. A higher Core self-evaluation has the motivational ability that enhances higher job performance. It is because the employees will be persistent towards attaining their individual goals. Those with a low Core self-evaluation will, on the other hand, exhibit an escapist behavior and always find a way to evade a scenario that is difficult (Qadeer & Arshad, 2014). Besides, Core self-evaluation concepts influence traits in employees that include self-efficacy, self-esteem, emotional stability and a locus of control. The above trait affect job performance, positive self-esteem, for example, leads to greater job performance. Self-guilt impact on the relationship between core self-evaluation and job performance Despite the fact that a high level or positive core self-evaluation leads to increase in job performance, an excessive positive self-concept leads to negative job performance. The positive or high self-views makes an employee to become overconfident of his or her abilities and thus ends up being complacent. Thus, excessive positive or high views can lead to an approach that is complacent which hinders the motivation for better performance. An anticipated guilt of an employee will have an impact on the attitude that one will have towards work. Guilt results from the fear one have to disappoint others especially the supervisors (Falcone & Tan, 2013). To avoid being labeled as failures, workers will do whatever it takes by adding more effort or withdraw altogether if they have no guilt in them. The anticipated guilty state in an individual has a potential of moderating the relationship between core self-evaluation and job performance. Impact of Gratitude in core self-evaluation and job performance Relationship Previous research has shown that anticipated gratitude has a potential on impacting on the relationship between core self-evaluation and job performance. Expressing gratitude to a partner in a job situation makes the partner respond well to actions that are desirable because one feels appreciated. A positive core self-evaluation together with the anticipated gratitude motivates employees towards high job performance. It is because an employee will intrinsically focus all their positive energies to events that provide gratitude (Falcone & Tan, 2013). The relationship between job performance and core self-evaluation is affected by an anticipated gratitude since it moderates performance. Organizational citizenship behavior relationship with Core Self-evaluation Through a precise measurement, Organizational citizenship behavior includes the voluntary behavior of employees that impacts on the well-being of a company. It includes for example co-workers volunteering to offer assistance to a new worker. Organizational citizenship behavior has a significant contribution to an individual employee level and the general performance outcomes of an organization. Organizational citizenship behavior influences the job attitude one will have. A pleasant working environment of fellow employees willing to help makes one to have a job attitude that is favorable for performance. Organizational citizenship behaviors with Core Self-evaluation are positively related because both have an impact the productivity, emotional stability, and attitude (Falcone & Tan, 2013). The impact of setting up of a goal-oriented system in employee self-evaluation The setting up of a goal-oriented system as a tool to measure the self-evaluation of employees is instrumental in enhancing their productivity levels. It aids in aligning strategic goals of the company with the individual objectives of an employee. Furthermore, the system communicates to the employees what is expected of them (Qadeer & Arshad, 2014). Scope and Limitations It is vital to acknowledge some limitations in the research. The first is that we utilized a research design that is cross-sectional which limited the ability to test causal effects. It is because the design only focus was on related variables. Secondly, all of the variables in the research determination was by use of self-reports. The study was thus vulnerable to the common method variance effects. Thirdly, the variable of job performance had other dimensions that include innovative and contextual performance. The research, however, did not cover the dimensions. The fourth limitation was that the findings could not be generalized without taking into account the working environment and conditions Recommendation Results and findings from the research provide evidence that Core Self-evaluation yielded positive results with Guilt, Gratitude, Open dialog and Job performance. The report established that self-evaluation has a direct link with the performance of employees. The problem of self-evaluation being uncomfortable to a majority of employees can be solved by evaluating the relationship of Core Self-evaluation and productivity. Reference Falcone, P., & Tan, W. (2013). The performance appraisal tool kit redesigning your performance review template to drive individual and organizational change. New York: AMACOM, American Management Association. Qadeer, F., & Arshad, S. (2014). CORE SELF-EVALUATION AND JOB PERFORMANCE:. THE ROLE OF ANTICIPATED GUILT AND GRATITUDE, 30(6), 1301-1320. Read More