Fair Evaluation of Performance - Research Paper Example

Organizational Behavior (research analysis) Table of Contents Table of Contents 2 Research Question 3 Research Question 2 4 a) Fair evaluation of performance 4 b) Importance of fair evaluation of performance 4 c) Psychological factors affecting the performance evaluation 5 d) Organizational/ practical consideration affecting the performance evaluation 5 Research Question 4 5 a) Forces leading to increase in narcissist supply 5 b) Implications of organizational management 6 c) Ways to restrict narcissist 6 d) Measures to be taken to handle narcissist behavior 6 Research Question 6 7 Research Question 7 8 Perfect Employee 8 Research Question 10 9 Name of the Student Name of the Professor Course Number Date Organizational Behavior Research Question 1 Workplace conflict occurs when there is a sharp disagreement of interest and ideas within the employees. Conflict can be generated from different views, opinions, personality and attitudes of the employees and supervisors (Ayoko, Challan and Härtel 285). As an Organizational Behavior Consultant, I need to follow the Borisoff and Victor’s five step of conflict management techniques which includes assessment, acknowledgement, action, attitude and analysis (Jordan and Troth 64). Assessment: Before designing any solution it is essential to understand the source of the conflicts (Jordan and Troth 65). The major causes of these clashes between employees are poor communicational structure, differences in personality, values and work attitudes. Acknowledgement: This step encourages all the employees to increase their responsiveness through open communication, active listening procedure and nonverbal encouragement (Jordan and Troth 64). A panel of human resources associates needs to be created to closely handle the grievances of the employees. Attitude: The assessment report and details of the discussion with the human resources panel will assist to analyze the difference in personalities and work attitude. Action: This step involves the implementation of proper conflict resolution strategies as per the assessment of the problem (Jordan and Troth 64). Thomas Kilmann conflict management instrument has offered a number of strategies based on different conflict situation. The collaborative conflict resolution style will assist the panel to effectively handle the situation. This strategic move involves both assertive and cooperative approaches of management (Thomas 11). The teams within the organization need to be rearranged as per the personalities and work attitude of employees. The leaders and managers of the organization need to undergo frequent conflict management training to improve their team management skills. The HR panel should be responsible to provide prompt solutions to all the employee grievances. The employees will be provided with trainings regarding work ethics, cultural differentiation and team work after every three months. Inter and intra group recreational programs need to be organized each month to improve the bond between the workers. Strict guidelines against all the unethical behaviors need to be created and circulated through all levels of management. Besides the HR panel, a team of management also needs to be created to closely monitor whether the guidelines are being followed properly or not. Analysis: The implementation of this conflict resolution process need to be analyzed over a period of time. The improvement in the employee behavior and productivity will be measured time to time. Research Question 2 a) Fair evaluation of performance Fair evaluation of performance encourages the elimination of all the discriminations within the management system (Greenberg, 340). As per researchers, a good performance evaluation process should be based on the measurement of employees contribution to the job (Boice and Kleiner 200). b) Importance of fair evaluation of performance Fair evaluation is necessary to improve the productivity of workforce. This assists employers to assess the contribution of employees and teams. It also confirms that the cultural differences, gender biasness and organizational politics are not influencing the ultimate evaluation of the performances (Greenberg, 342). It assists the management to motivate the underperforming employees to provide their best performance. It also helps the HR department in designing proper training processes. Finally, the reward and recognition through this evolution process encourages the employees to provide their best performances (Greenberg, 342). c) Psychological factors affecting the performance evaluation Leniency error tends to influences management to provide favorable evaluation to all the employees to eliminate the negative confrontation (Landy and Farr 92). Halo effect results in providing the overall positive evaluation of any individual who has provided positive impression on the initial phases (Landy and Farr 92). Similar-to-me error occurs when the performance evaluator tends to provide higher rates to the individual with similar personalities and values (Landy and Farr 93). Stereotyping error influences the management to rate any individual as per their preferences towards different social groups (Landy and Farr 93). d) Organizational/ practical consideration affecting the performance evaluation Motivation: Absence of proper motivational activities affects the overall performance of any employees. Therefore, it also adversely influences the performance evolution process (Teas 31). Team work: Proper interaction and bond with the team member assist employees to provide good performances. It also influences the performance evaluation of these employees (Teas 31). Attendance: Frequent absenteeism of employees affects the performances of the individual as well as the entire team (Teas 31). Research Question 4 a) Forces leading to increase in narcissist supply There are two main sources of narcissistic supply such as inanimate and animate sources. Status symbol such as expensive cars and gadget comes under the inanimate source while flattery and undue attention from subordinates and colleagues can be listed under the animate sources of narcissistic supply in any organization (Vaknin 12). b) Implications of organizational management Increased narcissistic activities influence the employee engagement in the workplace. It has been observed that with the increase of narcissism the level of performance and employee engagement declines (Vaknin 21). Individuals with narcissistic behaviors generally tend to involve in counterproductive behavior which harms the organizational operations and employees (Vaknin 21). Narcissism provokes the practice of bullying and threatening fellow employees in the workplace. It also affects the practices of fair work distribution and performance evaluation (Vaknin 21). c) Ways to restrict narcissist The HR management needs to screen the potential candidates through various behavioral tasks to assess the narcissist personality of the individual. The management needs to thoroughly check the social and professional background of the individual before making any final decisions. The recruitment panel needs to be well trained to understand the narcissistic behaviors of the candidates. This will assist the management to restrict the entrance of narcissism in the workplace (Vaknin 23). d) Measures to be taken to handle narcissist behavior Different steps such as countering obstructions and passive- aggression within the workforce, managing difficult employees, managing external shocks and organizational changes and providing cultural sensitivity training have been followed to restrict narcissist behavior in organizations (Vaknin 24). The management needs to provide trainings to the employees to develop their skills to effectively handle the cross cultural sensitivity issues. Identifying the narcissist behavior of employees and coping with them effectively will be the main agenda of this training (Vaknin 24). They also need to follow some useful guidelines such as never contradict the narcissists and should not offer them any intimacy. The management needs to properly handle the organizational changes to reduce the external shocks from the employees (Vaknin 24). Research Question 6 a) Attitude can be defined as the tendency of individuals to respond negatively or positively towards different persons, ideas, objects and situations. The tri-part equation of Rosenberg and Hovland has described that attitude of any individual contains affective, behavioral and cognitive components (Giner-Sorolla 459). b) Implicit is one of the key term to be used when one part of the attitude does not match up with others. Implicit attitude can be defined as the evaluation of attitude of any person, place, object or situation. This type of attitude does not include any conscious awareness. The evaluation of this attitude can be favorable or unfavorable which influences the positive and negative attitude of any person (Olson and Fazio 413). c) The views of good and bad attitude can differ from person to person. Evaluation of any attitude can be termed as good or bad as per their effects on the evaluator (Giner-Sorolla 452). Mr. A has a very competitive attitude towards work. Rather than adjusting with the performance levels of other team members, he believes in demonstrating over achievements. This attitude of Mr. A has been evaluated “good” by the manager of the team as he believes it is creating a higher standard of performance. He also has confidence that this attitude will assist the organization to achieve the goal in more faster and efficient way. On the other hand, the other team members evaluate the attitude as “bad”. As per the team members, Mr. A is not acting as a team player and he is demoralizing the underperformers of the team. d) Often when a person evaluates the attitude of any other person, he/she tends to discuss less about the focal person but focuses more on their implicit preferences towards the subjects. If the individual has an implicit disapproval towards the subject, he/she tend to associate all the negative and bad key responses during describing the attitude (Olson and Fazio 415). Research Question 7 Perfect Employee The definition of a perfect employee varies from organization to organization. Different psychographic and personality characteristics have been described as an essential attribute for an ideal employee. These characteristics can be classified as flexibility, creativity, team worker, honesty and clarity in communication, deep knowledge, passion and accountability (Klehe, et al. 284). Flexibility: A perfect employee needs to demonstrate flexibility in all kind of organizational situations. They need to be comfortable in facing every unknown challenges of the organization. Creativity: A perfect employee needs to be creative in nature. Rather than following the stereotypical view of the work they need to innovate smart and easier ways to perform the tasks. Communication: The employee must possess strong communicational skills. Clarity and honesty in communicating with the management and team member is essential for an ideal employee. Deep knowledge: Ideal worker should have an in-depth knowledge regarding the business processes. This will allow them to perform their job efficiently with less training programs. Passion: An ideal employee needs to be passionate about the job. Passionate employees possess genuine enthusiasm to perform any task effectively and efficiently. Accountability: Apart from being smart and talented, employees need to be trustworthy as well. This assists organization to minimize the pain and cost of continuous monitoring. Team worker: Lastly, the employee needs to be an efficient team player. It is essential for any perfect employee to treat the team members with respect. Research Question 10 a) Stereotype can be defined as the thought process of individuals which influence them to categorize a group of people or work process. This categorization occurs from small or no knowledge of the certain group or work process (Oakes, Haslam and Turner 241). b) As per the cartoon, the antelope is stereotyping the behavior of the lionesses by its look and attitude. People generally tend to stereotype others in terms of their looks and appearances such as sexual orientation, ethnicity, color and gender. The antelope has judged the characteristic of the lioness through the size, color and appearances. c) Lions generally treat antelopes as a food. Antelopes are an easy target for lions to dominate and fulfill their hunger. The first antelope in the cartoon has stereotyped the lioness by her look and appearance. On the other hand the second antelope is contradicting the view. Generally the stereotypical thoughts of individual have been proved wrong and misguiding in the real world. Stereotypical thoughts cause misunderstanding and distances between individuals and communities. On the contrary, the cartoon has depicted that the stereotyping antelope is providing a correct view while the other one is misjudging. d. 1. Stereotyping may not be instrumental to the person doing it as it can hamper the performances and achievement of the individual as well as the community (Oakes, Haslam and Turner 245). Gender and racial stereotyping restrict the management to properly utilize the skills and competencies of different employees. Stereotyping restrict individuals from innovating new products and services (Oakes, Haslam and Turner 245). d. 2. Stereotyping process is unfair to the targeted person as it leads to social and professional discrimination. It affects the self-esteem and confidence of the individual. This practice affects the performance of targeted individual in any organization. Therefore, it harms the overall improvement of the organizational operations. It also causes communicational distances between individuals and promotes conflict (Ridley 229). d. 3. Stereotyping is beneficial for those individuals who require making quick judgments and decisions. This attitude assists people to simplify the surrounding and categorize them in easily understandable groups (Ridley 230). Few individuals like to be stereotyped as they want to highlight their personalities and appearances among other communities. Stereotyping assists people to respond to different groups and categories as per their attitude and characteristics (Ridley 230). d. 4. Self-Stereotyping is the article that has described the effects of stereotype attitudes in self-evaluation. Work Cited Ayoko, Oluremi, Victor Callan, and Charmine EJ Härtel. "Workplace conflict, bullying, and counterproductive behaviors." The International Journal of Organizational Analysis 11.4 (2003): 283-301. Print. Boice, Deborah, and Brian Kleiner. "Designing effective performance appraisal systems." Work Study 46.6 (1997): 197-201. Print. Giner-Sorolla, Roger. "Affect in attitude." Dual process theories in social psychology (1999): 441-461. Print. Greenberg, Jerald. "Determinants of perceived fairness of performance evaluations." Journal of applied psychology 71.2 (1986): 340-342. Print. Jordan, Peter, and Ashlea Troth. "Emotional intelligence and conflict resolution: Implications for human resource development." Advances in developing human resources 4.1 (2002): 62-79. Print. Klehe, Ute-Christine, et al. "Responding to personality tests in a selection context: The role of the ability to identify criteria and the ideal-employee factor." Human Performance 25.4 (2012): 273-302. Print. Landy, Frank, and James Farr. "Performance rating." Psychological Bulletin 87.1 (1980): 72-107. Print. Oakes, Penelope J., S. Alexander Haslam, and John C. Turner. Stereotyping and social reality. United States: Blackwell Publishing, 1994. Print. Olson, Michael A., and Russell H. Fazio. "Implicit attitude formation through classical conditioning." Psychological Science 12.5 (2001): 413-417. Print. Ridley, R. M. "The psychology of perseverative and stereotyped behaviour." Progress in neurobiology 44.2 (1994): 221-231. Print. Teas, R. Kenneth. "Expectations, performance evaluation, and consumers perceptions of quality." The journal of marketing (1993): 18-34. Print. Thomas, Kenneth William. Thomas-Kilmann conflict mode instrument. New York: Xicom, 1974. Print. Vaknin, Sam. The Narcissist and Psychopath in the Workplace. New York: Narcissus Publications, 2009. Print. Read More