managing and appraising employee performance

Determine the HRM’s role in the performance management process and explain how to ensure the process aligns with the organization’s strategic plan.
 Differentiate between the trait, behavioral, and results-based performance appraisal systems, providing an example where each would be most
applicable.
 Identify best suited appraisal for the Maersk Customer Service – CARE Business Partner.
 Identify and describe a variety of performance rating scales that can be used in organizations including graphical scales, letter scales, and numeric scales.

ANSWER

Employee Performance

Human resource management is a general term used for all the formal schemes created to help control or administer workers and other stakeholders within an organization. The process is tasked with three primary duties: the compensation and recruitment of workers and designing work. Consequently, human resource management’s responsibility is to evaluate the strategic ways of enhancing a business’s productivity through its employees. Despite the ever-escalating rate of change in the corporate world, the human resource duties are not likely to change significantly. Therefore, the paper looks into the performance management process’s role and how it aligns with the business’s strategic plan, differences between appraisal systems, best-suited appraisal system, and variety appraisal performance rating scales.

HRM’s Role in Performance Management Process

The human resource department plays a critical duty in designing and initiating performance appraisals. They operate as the mediator between the functional heads or reviewing authorities and workers. The human resource group must ensure a working and smooth initiation of the appraisal processes (Albrecht et al., 2015). The department has to ensure that the procedures are simple and do not take too much time. The human resource team should know the roles assigned to every employee to design and create a mechanism where the general goals can be rated concerning their significant responsibility sections.

Human resource management’s responsibility in performance appraisal is to maintain a smooth performance system within the business, provide active training programs to stakeholders, control relationships between workers, and record performance reviews. The department’s role is to ensure that the management procedures align with the business’s designed strategic plan. The plan is significant because it outlines the direction the business has taken and the HRM roles essential in meeting the set goals and objectives. Based on the strategic plan, the department must examine the business’s wants, employ concerning these needs, develop those recruited, and plan for the retention of existing assets.

Trait, Behavioral and Results-Based Performance

A trait appraisal system allows the business to concentrate on specific human traits, which is significant in strengthening unit cohesion, nurturing good morals, and designing a positive working environment. The specific traits evaluated by this system engage approachability, leadership, and reliability. However, this strategy has a negative side in that the feedbacks usually are subjective to the system. It is practical to use the trait appraisal system in areas where it is critical to build and keep working morale.

On the other hand, a behavioral appraisal system allows the business to examine workers precisely on their behavior. This kind of appraisal allows the human resource department to know precisely what efforts an employee must put in to achieve a specific goal. To efficiently use this system, the department must implement a performance process to compare worker’s performance. A behavioral appraisal system offers accurate, objective results in line with the performance evaluations. This process’s negative effect is that it omits essential criteria in the appraisal process, including consumer interaction, optimism, and contributions to meetings.

The results-based performance appraisal system is designed to eradicate subjectivity witnessed in other forms of appraisal systems by examining the task and performance outcomes. People are evaluated through their quantifiable results coming from their respective performance levels. This approach of appraisal views performance in terms of financial, learning, and internal growth. However, the process fails to consider any external factors which are likely to affect worker’s results.

Best Appraisal for Maersk Customer Service

The working appraisal mechanism for the company to use is that of the trait appraisal process because, within this position, the worker would be in charge of all primary customer contacts, which in turn needs a person to hold some traits. This appraisal system would ensure that clients are satisfied with services rendered plus keeping easier interactions between departments of the organization. Trait appraisal focuses on characteristics such as leadership skills, communication skills, and loyalty, among others. Therefore, the business needs to create a positive operating surrounding that is cohesive. These attributes will help the human resource accomplish the organization’s strategic plan and exceed their expectations.

Performance Rating Scales

Rating scales are essential in the entire business’s performance management systems because it evaluates an employee’s level of performance. The behaviorally anchored rating scales appraise a specific behavior that embodies performance levels and are consumed as references to the human resource as what behavioral dimension a worker holds (Shields et al., 2015). The five or seven level performance scales presents better opportunities for differentiating employees through offering two levels and two superior performance levels. It is the commonly used evaluation scale because of the mentioned benefits. These levels engage satisfactory and less than satisfactory levels and lower tenancy rates to drift upwards or concentrate on the center.

References

Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices, and competitive advantage. Journal of Organizational Effectiveness: People and Performance.

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., … & Robinson, J. (2015). Managing employee performance & reward: Concepts, practices, strategies. Cambridge University Press.