Performance management is the process of identifying employees’ strengths and weaknesses based on the past and current performances. In this case, however, Brenda is not provided with past performance appraisal data and therefore, to create a new appraisal system for her employer, she will follow the following steps. First, Brenda should identify the organizational goals, both short-term and long-term. After identifying the goals, Brenda needs to set performance expectations for every employee. Employees should understand their duties, responsibilities and their targets. Brenda should then monitor the employees closely to identify their weaknesses and strengths as she keeps the record. Brenda should carry out periodic employee performance review to let the employees know their progress. The final step is to evaluate the overall employee performances as she sets new performance expectations for the next financial year.
Question 2.
The most appropriate type of appraisal technique that Brenda should recommend the company to use is management by objective method. This is the most appropriate method because it involves setting up objectives and goals for each employee. The employees are therefore deemed to perform well because they are aware of their goals and the quality of work that needs to be delivered. The method is also less time-consuming. Alternatively, the paired comparison method can work well because the company is creating a new appraisal system.
Question 3.
During the employee performance appraisal process, errors are likely to occur. Brenda must, therefore, be aware of halo effect error, leniency error, central tendency error, recency error and first impression error. To avoid these errors, employees should be evaluated based on both past performance and current performance. Employees should not be evaluated based on the critical incidences alone. All aspects of employees need to be evaluated appropriately without any biases.
Reference.
Benge, E. J. (1984). Employee Performance Appraisal. In The Foreman/Supervisor’s Handbook (pp. 344-363). Springer, Boston, MA.
