Performance Appraisal and

Performance Appraisal and

Performance Appraisal

Chapter seven elaborates the performance appraisal process. Performance management entails making sure processes are well organized to optimize individual, team, and organizational productivity levels by creating a close relationship between performance and incentives. It is an ongoing, dynamic and dynamic process incorporating every unit within the organization (Ayomikun, 2017). On the other hand, Performance appraisal refer to methods of evaluating workers` past and current performance in relation to her or his performance standards. Performance appraisal process involves setting work standards, identification of particular performance appraisal goals and development of performance criterion which the organization`s HR department shares with other staff members. Then, they examine the preformed work, appraise it, and dialogue with employees to find rectification points and ensure the employees agree to them (Dessler, 2017).

Performance appraisal is essential as employers base their pay, retention, and promotion on their workers` performances. Also, appraisal ensures employees` performances are sensible and in line with the organization`s goals through explicit plans developed by subordinate and managers to rectify deficiencies as well as strengthen subordinate`s strengths. Moreover, appraisals enhances a review of employee`s career direction by examining their strengths and weaknesses. Lastly, through appraisal, supervisors and managers can detect areas necessitating advanced training as well as required remedial steps. For an effective process, appraisal should not only be a responsibility limited to top executives but also other employees through self-appraisal, peers, customer appraisal, as well as a 360-degree feedback (Cintrón & Flaniken, 2016). Several appraisal methods exist including graphic rating scale, alternate ranking, forced distribution, critical incident, narrative forms, and the paired comparison technique (Dessler, 2017).

Several systems exist for assessing employees` performances including behavioral, trait, comparison, and results-based systems. Despite the numerous appraisal benefits, the technique also has drawbacks including appraiser discomfort, bias errors, employee anxiety, and subjectivity (Dessler, 2017). However, are the employees comfortable with the organizational culture, and are there sectors necessitating improvements to optimize productivity?

Training and Development

Chapter eight describes training and development processes. Not even highly potential-oriented workers can execute their roles effectively after selection considering they are not conversant with the new undertakings. Orientation, training, and developments are, therefore, essential. Orientation equip workers with background information like organization`s rules and computer passwords. After orientation, training commences. It entails equipping new or existing workers with skills needed to execute their tasks in a bid to enhance organizational performance and competencies. On the other hand, development involves planned and organized attempts of improving all employees, hence the entire organization (Dessler, 2017). Training and development has individuals, groups, and the organization as vital elements with each bearing both short and long-term goals (Myrna, 2009).

Existing training and development techniques include role playing, on-job-training, role playing, in-basket, team training, E-learning, tweeting and behavioral modeling, and apprenticeship training. The training and development process involves a series of steps including determination of T & D needs, establishment of relevant objectives, selection of appropriate methods and delivery techniques, program implementation, and evaluation of selected program. The systems mandated with delivering training and development include colleges, universities, video media, social networking, vestibule systems, and simulators (Dessler, 2017).

Despite HR programs responsible for monitoring and assessing training and development processes being difficult, it must depict creativity through qualified trainers who can critically evaluate employees` behaviors, reactions, learning capabilities, and the overall organizational outcomes (Kissflow, 2019). Additionally, the success or failure of a training and development program relies not only on the top management but also on availability of skilled workforce, universal complexity, available learning styles, and technological trends (Dessler, 2017)

Through explicit T & D programs employees` career paths improves as they can hastily realize their career objectives, hence goals. Such paths could be traditional, networked, dual, value addition, free agents, or lateral skill paths. It is possible to rejuvenate these paths via regular workshops, worker self-service, organizational material, workplace discussions, and performance appraisal systems (Dessler, 2017). However, which would be the best practices in evaluating the leadership`s impact on the process of training and development?