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Jon Collins

10/18/2015

Question 1

Managing the performance of human resource is increasingly becoming important in most organizations. The quality of performance of the human resource is critical in achieving the organization's goals. In light of this, organizations have introduced a performance management process as a means of improving the performance of staff. Performance management is a process whereby the human resource managers and employees work together to plan, monitor and review employees’ work and overall contribution to the organization. It is a continuous process of setting objectives, assessing progress and providing continuous coaching and feedback to ensure that employees are meeting their objectives.

The human resource management division is one of the key guardians of the process. The Human resource management will have to work closely with employees at all levels seeking feedback that will lead to the improvement of employee performance management. The human resource management has a responsibility of ensuring that employees’ performance appraisal and records are properly kept and maintained. It goes in line with the fundamental goal of performance management to promote and improve employee effectiveness. Performance management process includes coaching employees to address concerns that relate to their performance in the organization to ensure that there is a positive contribution to the organization. Coaching means providing guidance, direction and support on assigned tasks. As a coach, a human resource manager needs to recognize the strengths and weaknesses of employees and identify the opportunities to maximize the strengths and improve weak areas.

Question 2

The management must carefully select performance criteria as it pertains to achieving its strategic goals. The most common appraisal criteria are traits, behaviors, results based, goal achievement and improvement potential.

A performance appraisal criteria based on traits involves evaluating an employee based on general characteristics such as; attitude toward other people, appearance and grooming, and public acceptance, leadership, personal conduct, ethical habits, mental alertness and loyalty to the organization among others. Most of the qualities used are subjective and may not relate to the job performance. At the same time, some of the traits may be related to job performance and if the connection is established, using them may be appropriate. For example, an employee can be appointed to be a team leader if the employee posse’s traits such as leadership, public acceptance and a good attitude towards people.

Human resource managers can also use behaviors to evaluate employees. Desired behaviors may be appropriate criteria for evaluation because if they are recognized and rewarded, the employees will tend to repeat them. If certain behaviors result in desired outcomes, then, there is merit in using them for evaluation. When the organization finds it hard to determine the outcome of an individual’s task they can evaluate the person’s task based on his or behavior. For example, when evaluating a manager, the appropriate behavior to evaluate would be his leadership skills.

Results based appraisal system is used when an organization considers ends more important than means. The human resource management and the subordinate jointly agree on the objectives of the next appraisal. The outcomes established should be within the control of the individual and should be those results that lead to the success of the organization. For example, at upper levels, the results might be based on financial aspects of the organization such as profits and cash flows. At lower levels, the results might be based on meeting customer’s quality requirement and delivering on time.

Question 3

The best management appraisal system for Maersk Customer Service is results-based. Among the goals of the organization are to build strong relationships with customers, improve day to day process of interaction with customers and fully ensure that the customers are satisfied. Employees can be appraised based on their performances on meeting customers’ demands, timely deliveries and the number of customers they have managed to obtain their loyalty by building a strong relationship.

Question 4

Rating systems are used in performance management systems to indicate the level of performance and achievement of employees. The scales are used because they provide qualitative assessment and assist in differentiating employees.

Graphical rating scales require the evaluator to indicate on the scale the degree to which the employee demonstrates a particular trait, performance results or behavior. Rating forms comprise scales, each relating to a certain job. Each scale is a continuum of scale points that range from high to low, most to least effective, good to poor and so forth. Graphical scales usually have five to seven points.

Numerical scales

These are rating scales with numeric like 1, 2,3,4,5 corresponding to an adjective. For example, 1=poor, 2=fair, 3=good, 4=very good and 5=excellent.

Letter scales are rating scales with letters corresponding to specific objectives. For example, A= Excellent, B= Satisfactory, C=Average, and D=poor.

Rating scales may also be narrative, for example, an element on the scale may be “unacceptable performance” described as failing to meet the basic requirements and objectives. Narrative scales that provide positive message are becoming popular. For example, a scale may include ratings such as “very effective”,” effective” and “basic”.

References

Forslund, H., & Jonsson, P. (2007). Dyadic integration of the performance management process: A delivery service case study. International Journal of Physical Distribution & Logistics Management: 10.1108/09600030710776473

Thomas, S & Keith, T. (2008). Appraising employees performance evaluation systems. CPA Journal: 78.1001