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db_3_replies.docxThis was the topic for this week’s DB - At present, you have been exposed to 4 strategies for improving the accuracy of performance appraisals and related ratings. Pick 1 that you think shows the most promise and defend your position.
Instructions - Each reply must be 150 words. Each thread and reply must include a scripture reference and 1 citation in current APA format.
Student 1: Trudie Porter
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Performance appraisals and related ratings are important aspects of compensation management. They can help motivate employees or even correct poor performance in some employees. They give supervisors and managers an opportunity to give employees praise and rewards or constructive criticism. As times and company needs change the performance appraisal and related ratings systems need to be changed also to better suit company needs. There are four strategies than can be used to make these changes. These four strategies are: improve appraisal formats, select the right raters, understand how raters process information, and training raters to rate more accurately (Milkovich et al., 2017, p. 384). While each of these are important aspects management should consider I believe one stands out from the rest.
Performance appraisals should be customized, flexible, and meaningful (Rusu, Avasilcai, & Hutu, 2016). How to improve appraisal formats is something important management should consider. New technology changes our world every day. As new technology is introduced industries change. This often changes the duties employees are responsible for. Also, as companies grow new positions are created causing employee duties to shift from one employee to another sometimes. As these two items change a company and its positions performance appraisals and related ratings have to change with them. If a company does not review their appraisal formats and make necessary adjustments on a regular basis this can cause their ratings systems to be different from that of the employees’ responsibilities. Ultimately if appraisal formats are not evaluated the entire appraisal itself will be wrong.
Just as companies examine their employees on job performance, so should we examine ourselves. In 1 Corinthians 11:28-32 we are told we should examine ourselves and God will also judge us in the end (NIV). As Christians we are lucky in that the laws we must follow and judge ourselves never change. We always know what is expected of us. Even as our lives change and we are faced with different situations we always have a guide book that will never change to reference back to.
References
Milkovich, G. T., Newman, J. M., & Gerhart, B. A. (2017). Compensation (12th ed.). New York, NY: McGraw-Hill.
Rusu, G., Avasilcai, S., & Hutu, C. (2016). Employee performance appraisal: A conceptual framework. Annals of the Oradea University. Fascicle of Management and Technological Engineering, XXV (XV), 2016/2(2) doi:10.15660/AUOFMTE.2016-2.3230
The Holy Bible, New International Version, NIV, New Testament, Bible Gateway, 2017, Retrieved from https://www.biblegateway.com/passage/?search=1%20Corinthians%2011:28-32.
Student 2: Marjorie Nesmith
“Performance appraisals is the planning and record of certain personality and behavioral characteristics of the individual, effectiveness at the job and contribution to the achievement of organizational goal” (Rajput, 2015, p. 287). In chapter 11 of the book Compensation, Milkovich et al., delve into the four strategies for better understanding and measuring job performance, and discuss the efforts businesses should use to help improve the performance rating process. The strategies are: (1) Improve Appraisal Formats, (2) Select the Right Raters, (3) Understand How Raters Process Information, and (4) Training Raters to Rate More Accurately (Milkovich et al., 2017, p. 384).
Concerning the one strategy that shows the most promise, I chose Strategy 4: Training Raters to Rate More Accurately. “Most research indicates rater training is an effective method for reducing appraisal errors” (Milkovich et al., 2017, p. 404). Rater trainings are divided into three distinct categories: (1) rater-error training, the goal is to reduce psychometric errors; (2) performance-dimension training, exposes supervisors to the performance dimensions to be used in rating; and (3) performance-standard training, provides raters with a standard of comparison or frame of reference for making appraisals (Milkovich et al., 2017, p. 404).
According to Milkovich et al, “We need to make sure raters are trained in use of the appraisal system and that all employees understand how the system operates and what it will be used for” (2017, p. 406). The role of a rater is to be accurate and objective. According to 1 Timothy 2:3-4, “This is good, and it is pleasing in the sight of God our Savior, who desires all people to be saved and to come to the knowledge of the truth”. It is imperative for them to reach conclusions regarding performance appraisals fairly and open-mindedly. It is for these reasons that appraisal training is a necessity for the success of an appraisal system, and if lessoning rating errors, and improving reliability as well as validity is an organizations key focus, then properly training managers to conduct effective appraisals is vital. The effectiveness of an appraisal system is determined by the manager’s skills, dedication, and understanding. Unfortunately, if managers lack these important competencies, the appraisal system is useless and the organization will not reach its full objective.
References:
Milkovich, G. T., Newman, J. M., & Gerhart, B. A. (2017). Compensation (12th ed.). New York,
NY: McGraw-Hill.
Rajput, V. (2015). Performance appraisal system. Asian Journal of Nursing Education and Research, 5(2), 287-292. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.proquest.com.ezproxy.liberty.edu/docview/1703436485?accountid=12085
The Holy Bible, English Standard Version (ESV).
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