人力实务3

Employee appraisal is the name given to procedures that make regular assessments of employee performance. It is necessary for AG Bell Ltd introducing the appraisal system.

First, the main objective for AG Bell Ltd introducing the appraisal system is to improve the organization and individual performance. Meanwhile, the appraisal meeting can provide information about an employee’s potential for promotion and their career prospects within the organization, so it will possible for AG Bell Ltd motivate their employees, and identify training and development needs. On the contrary, organization also can provide feedback to their employee, confirm the standards of performance required and restate expectations to the employee. On the other hand, the appraisal system will include elements that reflect on the employee’s past, present and future performance in the company and it can enable employees to receive feedback on their performance, identify training needs and make further plans for development.

1. b. The advantages and constraints of the most appraisal system

For most appraisal system, it has the potential to deliver powerful results, such as it can improve employee’s morale and work performance, increase the organization’s productivity and ultimately improve the organizational success.

However, for many employees mentioning their company’s performance appraisal system can provide negative reactions. It is due to the systems and processes that are in place for delivering performance appraisal lack credibility because of their apparent subjectivity. For instance, the overall assessment, the whole process is just determined by the managers themselves and it lack of trust between managers and employees. Meanwhile, establishing some employee appraisal forms are very time-consuming, for example the behaviorally anchored rating scales.

In a word, different organizations implement appraisal in different way. The exact model that each organization uses will depend on the objectives of the process.

2. a. The four types of appraisal scheme

We will look at the following forms of appraisal that are currently used in organization in the UK. Overall assessment

No matter the early version of this kind of appraisal or current scheme, this appraisal was usually determined by the managers.

In early days, the manager wrote in narrative form his or her ‘judgments’ about the appraisee. Other schemes involved the appraiser completing an unstructured or semi-structured report on the individual and his or her job performance. Otherwise, the appraiser was usually required to complete some form of documentation. However, these ‘judgments’, report and documentation which was often unseen by the appraisee. The appraiser just uses their own judgment, and this process lack of objectivity. Sliding sales of grading

This form involves identifying aspects or elements contributing to job performance in each job role, and attaching a numerical or alphabetical score to them.

For this form the objectivity will depend on very much on the design of the scale and the person using the scale. On the other hand, comparisons of rating scores can be made between different participants in the appraisal process, such as employee, supervisor and line manager. This could be increase to the objectivity of the appraisal in some aspects, but using the alphabetical score is less precise in indicate a general position on a plus or minus scale.

Behaviorally anchored rating scales (BARS)

This rating scale is more sophisticated than the sliding scale. BARS concentrates on employee behavior, which is measured against typical behavior in each of the elements of the job, rating in terms of excellent, good, fair and poor.

Usually, the trade union members or other staff representatives, supervisors and postholders should be involved in deciding the most appropriate behavioral descriptions for each of categories. Therefore, this scale is more objectivity, but establishing BARS for each of job roles in a large and complex organization could be

very time-consuming. 360-degree appraisal

This type of appraisal involves gathering information, usually through questionnaires, from a range of sources including peers and subordinates as well as the appraisee’s supervisor and more senior managers if appropriate. However, all appraisal processes involve management in a significant amount of time. Latest, the 360-degree appraisal is seeing as the model of 540-degree appraisal which involves the external customers’ feedback to inform decision-making in the appraisal process.

Roles and responsibilities for participants in the appraisal process

Person involved appraisal Overall in assessment Sliding sales Behaviorally of grading anchored rating scales 360-degree appraisal The line manager can provide the appraisee’s information to the appraiser, and make an assessment of the appraisee’s performance. Subordinates are offer feedback on the appraisee’s skill and performance, Supervisors provide the appraisee’s information to the appraiser, provide suggestions for the apprasiee. The line manager can complete the The line manager appraisal documentation by themselves and offer feedback. Subordinates Supervisors Not involved Not involved The line The line manager manager decide participate a on the most comparison with appropriate the employee behavioral and supervisors, descriptions for which about each of the rating on each of categories with the elements of other people,and job performance. offer feedback. Not involved Not involved Supervisors are participate to rate on each of the elements of job performance and offer feedback on the appraisee’s performance, Supervisors are offer feedback on the appraisee’s performance, and supervise the appraisal process. 2. b The appropriate appraisal for AG Bell Ltd

In my point of view, the behaviorally anchored rating scales (BARS) would be the most appropriate for the AG Bell Ltd, because AG Bell Ltd is a kind of Service Company, the individual’s behaviors is very important for the organization development.

We know the BARS concentrates on employee behavior, which is measured against typical behavior in each of the elements of the job. AG Bell Ltd using the flat organization structure and it is necessary for the different department have different behaviors standards. Meanwhile, establishing the BARS would be to categories each job into the various elements to be rated in terms of excellent, good, fair and poor. Therefore, from this scale the organization can know their employee’s performance. It is also good feedback information for the organization motivating the employee, identifying training and development needs, or confirming the standards of performance required restate expectation to the employee.

On the other hand, the trade union members or other staff representatives, supervisors and postholders should be involved in deciding the most appropriate behavioral descriptions for each of categories. The workforce at AG Bell Ltd is diverse, so using this form the employee can be appraised fair or equity. Meanwhile, AG Bell Ltd valued their employee as key resource, and this scale can improve the employee’s performance to meet business need.

However, establishing BARS for each of job roles in AG Bell Ltd could be very time-consuming.

3.

In order to make AG Bell Ltd has a best practice in appraisal; we should notice the following information:

First, management must be aware of and adhere to certain aspects of employment law, such as the Sex Discrimination Act (SDA), the Equal Pay Act (EPA) 1975 and the Equal Opportunities Commission (EOC) est. Legislation exists to protect employee

from discrimination and unfair treated in appraisal process and to promote equality of opportunity.

Second, roles and responsibilities for participates in the appraisal process should be effective. Different participates in different appraisal process have different responsibilities. However, it is important that the quality of the process should be consistent.

Third, the appraisal process will depend on the type of appraisal scheme which the organization used. But in most circumstances a meeting will be included in the process. The following steps are a practical guide to carry out the main elements of an appraisal meeting.

Step1 --- Appraisee and appraiser prepare before the meeting

The HR manager should insure that the appraiser and apraisee are property tainted in the appraisal process. The line manager should plan the place, time and environment to insure there will be no interruptions. The appraisere should obtain the appraisee’s job description and personnel records. The appraisee should complete any in-house preparation documentation and prepare an agenda. Step2--- During the meeting

The appraiser and appraisee should endeavor to actively listen to each other. Both parties should discuss, make suggestion and suggest alternatives that potential ways of improving to be associated with the meeting. Step3--- Before the close of the meeting

Both parties should agree with the performance targets and objectives, training and development needs and any agreed plans to meet these needs. Meanwhile, they also need to summarize what has been discussed and check understanding. Step4---Meeting follow-up

The appraiser should complete any required in-house documentation, or prepare a more informal appraisal report, and he/she must make sure that documentation is securely stored to ensure confidentiality. Step5—Ongoing activity

Both appraiser and appraiser must ensure that they carry out the action plan as agreed.

Fourth, it is usually helpful to use standardized documentation at each of the stages of the appraisal meeting. However, different forms of appraisal will require different types of documentation. There are some important points to make about the way in which documentation is used:

 standard documentation should be used throughout the organization

 Instructions for completing the documentation must be clear and concise. The

forms must not be overly complicated, and adequate training must be offered on how to use the documentation.

 There must be agreement about how and where the documentation will be stored

after the appraisal meeting in order to ensure confidentiality

 Appraisers and apprasiee should be encouraged to refer to the documentation

regularly as a reminder about what was agreed at the appraisal in terms of objectives, training and action planning.