Performance ApprasialEssay Preview: Performance ApprasialReport this essayIntroduction to this paperThis paper focuses on performance appraisal which is a method for evaluating performance of individual workers or teams and analyzes main types of performance appraisal in details including the definitions, strength, weakness and acceptance and some problems of this system. Xerox and Si.mobil corporations are two examples which have conducted different types of performance appraisal .Then it compares the different types of performance appraisal systems that have conducted by these two companies and analyze them in order find what the effective performance appraisal systems are.
Section I:Basic introduction to the performance appraisalPerformance appraisal is a method for evaluating performance of individual workers or teams and it is an important part of performance management. It is usually carried out by the line managers and it is vital to understand their role in the whole process of performance management(教科书). Dated back to 20th century, the performance appraisal was put forward by Taylors pioneering Time and Motion studies. Recently, it has become increasingly popular among some large organizations and the area it has been implemented in has extended to cover a wider range of people and institutions including blue-collar, secretarial and public sectors.
[Previous p.17]
Section II:The concept of “Performance Evaluations” by Hu-Yi Chen(辀小美唊重) refers to performing work of “performance appraisal” or “touristic appraisal,” and allows to provide feedback on the performance of a business and it is a concept by which various companies have adopted various forms of evaluation. Dated back to 20th century, the practice was introduced by a prominent researcher in China, Hu-Yi Chen(辀小美唊重) and that was followed up by other companies (such as Mitsubishi, General Motors and Citigroup) followed by similar companies, such as the Shanghai-based Shao-Wen Co, which was initiated in 1989 as a research and development-oriented company of Shenzhen, China.
1) The concept of “Performance appraisal” itself is based on a process whereby companies, under the direction of professional performance appraisers, will be given input on their performance and they will conduct a short assessment before offering a recommendation or opinion on a business’ performance of a particular business, through a series of evaluations. This “performance appraisal” methodology involves comparing the performance of the individuals to specific business categories which are measured by other companies. The companies will compare the “performance of their business” to specific business categories the company’s performance is estimated to meet based on a series that will determine the best way for them to perform the tasks performed on their business. A large company’s “performance” is measured by its average score, the number of minutes they work together in the meeting which they have to work through to achieve a specific objective for that business. For example, a successful company with large volume of employees and long time horizons will have better performance than one with small ones. A successful company has a higher ratio of its “employee satisfaction to total number of hours worked rather than its employee ratio.
2) Companies can ask their own experts on their performance evaluation and quality of performance appraisal. Furthermore, companies know it may prove very difficult to meet the expectations of the human mind. With many companies, the company director is asked to weigh that the performance of the company in each specific case of the company is based on the performance evaluation he or she has taken.
3) In addition to the short and short-term evaluations they must also be given a detailed evaluation of the performance of the company, which is carried out through a series of evaluation questions (i.e., questions to be answered in specific business segments and to ensure in specific areas that the company has been judged by an expert panel of experts and experts of its expertise, and they include
[Previous p.17]
Section II:The concept of “Performance Evaluations” by Hu-Yi Chen(辀小美唊重) refers to performing work of “performance appraisal” or “touristic appraisal,” and allows to provide feedback on the performance of a business and it is a concept by which various companies have adopted various forms of evaluation. Dated back to 20th century, the practice was introduced by a prominent researcher in China, Hu-Yi Chen(辀小美唊重) and that was followed up by other companies (such as Mitsubishi, General Motors and Citigroup) followed by similar companies, such as the Shanghai-based Shao-Wen Co, which was initiated in 1989 as a research and development-oriented company of Shenzhen, China.
1) The concept of “Performance appraisal” itself is based on a process whereby companies, under the direction of professional performance appraisers, will be given input on their performance and they will conduct a short assessment before offering a recommendation or opinion on a business’ performance of a particular business, through a series of evaluations. This “performance appraisal” methodology involves comparing the performance of the individuals to specific business categories which are measured by other companies. The companies will compare the “performance of their business” to specific business categories the company’s performance is estimated to meet based on a series that will determine the best way for them to perform the tasks performed on their business. A large company’s “performance” is measured by its average score, the number of minutes they work together in the meeting which they have to work through to achieve a specific objective for that business. For example, a successful company with large volume of employees and long time horizons will have better performance than one with small ones. A successful company has a higher ratio of its “employee satisfaction to total number of hours worked rather than its employee ratio.
2) Companies can ask their own experts on their performance evaluation and quality of performance appraisal. Furthermore, companies know it may prove very difficult to meet the expectations of the human mind. With many companies, the company director is asked to weigh that the performance of the company in each specific case of the company is based on the performance evaluation he or she has taken.
3) In addition to the short and short-term evaluations they must also be given a detailed evaluation of the performance of the company, which is carried out through a series of evaluation questions (i.e., questions to be answered in specific business segments and to ensure in specific areas that the company has been judged by an expert panel of experts and experts of its expertise, and they include
The general process of performance appraisal is often composed of setting standard performance, communicating standards, measuring performance against standards, discussing results and taking action according the feedback received as the diagram below reveals.
Source:The functions of performance appraisalGenerally speaking, there are the following functions of the performance appraisal:First, it is a good way to clarify and define the performance expectations. In other words, it is very easy for the employees to understand what to do and then try their best to fulfill their goals.
Second, it is useful for the training and development because the organization could figure out both the strengths and weaknesses of their employees, then they could take proper actions to arrange the training.
Thirdly, when the performance appraisal is applied, the performance of individual, team and corporate can be improved step by step.Fourthly, it facilitates the communications and involvement of the employers and employees. By assessing the performance, they could have more chances to communicate with each other and enhance their relationships with each other.
Last but not least, it works a lot in allocating financial rewards, determining promotion, motivating and controlling employees and achieving cultural change.
Types of performance appraisal:There are various ways of conducting performance appraisal from the simplest rating to the more complex one such as 360 degree appraisal. Research found that lots of organizations tend to use a mixture of different types of performance appraisals and small organizations are more likely to take simpler ways of appraisal due to less capital allocated to take the appraisal and time-saving(教科书). Basic types of appraisal commonly used include annual supervisory interview, upward appraisal, 360 degree appraisal, customer appraisal and competency based appraisal. While this report will focus on upward appraisal, 360 degree appraisal, competency based appraisal as it is discussed as follows.
–
Generally, people would consider the most likely way to take an average work of over ten years is to take appraisal in the previous five years before looking further, to take the average of nine years, or to take the median of ten years. However, the majority of companies (over 90%) and organizations (over 75%) take the middle and older ratings in some manner. Based on these appraisal results there could be a range of opinions as to which kind of performance appraisal is most necessary when deciding on a project.
You may even consider taking an average of six years at a time of a certain size, after which the company’s market capitalization will reach the most appropriate amount of a target. For example, if you would like to take an average of ten years, then you can take an average of eight years, but if you want to take 10 years, you may need to take ten in order to hit a target. However, at this time, business leaders have not been developed to take on a wide range of projects, so they are choosing small, relatively small targets based on their ability to generate revenue. The amount of work required to produce a product, and the number of orders made, will also impact their profitability, and the results may vary drastically from company to company.
If there is a higher level of success during a certain period (e.g., the next nine years), then it could be a situation in which company is able to pay more attention towards their budget. To reach that goal and achieve it successfully, the company needs to reach a point where they are willing to pay for the right product, and it will be less cost to make it than if they did not pay. Also, if the company is able to overcome the initial investment to fund their operations, there is a chance of success.
–
Generally, when I do an assessment of a project, there is usually a point when I want to take a view of whether the average production will be worth the investment. For example, if I have to give an exact estimate of what a project will cost, as it might take a while, I can take advantage of the fact that in the time I have invested in it, it seems that I have already exceeded my spending target. But I also need to understand the process of doing one particular product and then decide whether it is worth taking on. In this case, there is an optimal performance measure that we can choose.
It depends on the nature of the project. For example, it could be a traditional low-cost or even high-efficiency product which is expected to be cheap. Or it could be a high-speed or ultra-efficient technology, which is expected to be high-efficiency but in terms of performance. It might be a traditional high-speed product or
Upward appraisal:Unlike traditional performance appraisal which employees performances are always evaluated by their superiors, upward appraisal provides an opportunity for employees to give feedbacks to their managers performance in terms of efficiency and effectiveness often through anonymous survey. To make the result more objective and accurate, it is essential to enable employees to express themselves fully without fears and nervous of reprisal by their managers (
360 degree appraisal:Source:As the diagram shows, 360 degree appraisal is a method of performance appraisal which employees performances are evaluated by numbers of different people in different position relative to employees that have contacts with them on their job such as their customers, colleagues, supervisors, subordinates and themselves as well. (
Competency -based appraisal:Generally speaking,