7-1 Final Project: Submission OL-211

Final Project Milestone Three OL-211 2

Final Project Milestone Three

OL-211

Jennifer Moore

Southern New Hampshire University

Final Project Milestone Three HRM

The "Achilles' heel" of human resources management is performance management systems, which usually involve performance appraisal and staff development. In many businesses, they have problems, with employees and management frequently lamenting their inefficiency. According to a recent Watson Wyatt survey, only three out of ten employees feel that their company's performance management system helps them enhance performance. Less than 40% of employees stated their systems set clear performance goals, provided honest feedback, or used technology to make the process more efficient (Hee & Jing, 2018).

For fear of retaliation or ruining relationships with the very people they rely on to get work done, managers are hesitant to deliver genuine feedback and have open dialogues with staff. Employees believe that their bosses are inept at discussing their performance and advising them on improving their abilities (Sharma and Sharma, 2017). Many people claim that performance management systems are inefficient, bureaucratic, and time-demanding compared to the value they offer.

Performance appraisals are designed and implemented in part by the human resource department. HR department serves as a liaison between the employee and the functional heads or reviewing authorities. It is the responsibility of the human resource personnel to guarantee that the appraisal process runs smoothly. The HR team's first and most important task is to plan the entire appraisal procedure (Hee & Jing, 2018). They make sure the procedure is straightforward and does not take too long. To establish and design a system where their overall achievements may be graded concerning their major responsibility areas, the HR team has to know the obligations given to each employee. A member of the MIS team cannot grade themselves against a marketing professional's KRAs. As an HR professional, you must meet with the functional leaders of all departments to determine which team members have been assigned specific tasks.

The approach used to measure performance is crucial when developing your organization's performance management (PM) system. According to organizational researcher Herman Aguinis (2009), there are three categories of criteria: behaviours, results, and attributes. The behaviour approach to performance management focuses on an employee's individual habits (Wang et al., 2019). When there is no clear link between actions and results, performance outcomes are far in the future, and results are out of the employee's control, a behavioural approach is appropriate. Only the end effect of employee actions is considered in the results to approach such as mistakes made, machine parts produced, and sales per month.

A third option is to assess personnel characteristics throughout the review process. Characteristics of a relatively unchanging individual, such as personality or intelligence, are referred to as traits. The theory speculates that some personality traits, such as extraversion and leadership ability, link to performance (Wang et al., 2019). John works for a pharmaceutical business in the Midwest as a human resource specialist. He's been assigned the task of reviewing and revising the company's performance evaluation system. John can use trait appraisals as a standard to assess attitude, initiative work, loyalty, and adaptability. John can also use behavioural as a criterion for performance appraisals. Traits are characters, while behaviours are actions. He can use behaviours that demonstrate cooperation and teamwork when developing team appraisals.

One of the behavioural appraisal methodologies would be an ideal fit for Maersk Customer Service - Care Business Partner. This position necessitates business development through actively maintaining and following up on potential opportunities (Borman, 2017). The BARS (Behaviourally Anchored Ratio Scale) was used to assess the situation. Being aware of the key point of contact for this customer service position. The behaviour method appraisal might reveal what the employee should or should not do.

In performance management systems, rating scales reflect an employee's degree of performance or achievement. These scales are widely used because they provide quantitative assessments, are generally simple to administer, and aid in employee differentiation. Rating scales can be numerical (e.g., 3, 4, 5) or alphabetical (e.g., a, b, c), with numbers or letters correlating to adjectives like "5 = excellent" or "c = satisfactory." (Borman, 2017). Narrative rating schemes are also possible. For example, "unacceptable performance," defined as "fails to achieve basic goals and objectives," could be one of the scale's elements. In the literature, HRM is defined in various ways. Just like HR, Performance is another construct that is assessed using a variety of techniques.

References

Borman, W. C. (2017). Implications of personality theory and research for the rating of work performance in organizations. In Performance measurement and theory (pp. 127-172). Routledge.

Hee, O. C., & Jing, K. R. (2018). The Influence of human resource management practices on employee performance in the manufacturing sector in Malaysia. International Journal of Human Resource Studies, 8(2), 129.

Sharma, A., & Sharma, T. (2017). HR analytics and performance appraisal system: A conceptual framework for employee performance improvement. Management Research Review.

Wang, M., Zhu, C. J., Mayson, S., & Chen, W. (2019). Contextualizing performance appraisal practices in Chinese public sector organizations: the importance of context and areas for future study. The International Journal of Human Resource Management, 30(5), 902-919.