The role of HRM in performance appraisal
Performance management process is very vital in Human Resource processes. For success to be realized the performance management has to be consistent with the business plan. Through performance management system employees are trained, motivated. Success of any company depends solely on employee motivation and education Human resource managers play an important role in implementing and designing performance appraisal. The HR mediates between employees and the functional heads (Groybergs, Boris, and Sarah, 2012) . Poor performance can lead to poor relationships between manager and employees. After the performance review the HR checks in with both employees and managers to allow them to voice their concerns. First and foremost the HR designs the appraisal process (Groybergs, Boris, and Sarah, 2012).
This is by making sure the process takes shortest time possible. The HR as well provides training to employees to ensure the entire process of performance appraisal is actualized gracefully. Through training the managers and employees are rated based on same standards.
The HR has the responsibility of making employees understand the importance of performance appraisal and how it can help them cope with respective careers. Furthermore the HR is charge with the responsibility of sitting with reviewing authorities and ensuring deserving employees get there benefit. Once the process of appraisal is over the HR has the responsibility of handing over the increment letters to those concerned. Performance evaluation records in digital database or manually are store by HR because previous performance reviews can be used as scorecard for promotion of employees and progress.
The performance management process can align itself by setting business targets .The HR has to ensure that each departmental and functional head has goals that align with business plan. These targets have to be measurable and specific. Furthermore, the departmental and functional heads have to cascade their goals to managers and employees with objectives tailored specifically to everyone. The targets need to be clear, realistic, documented and agreed upon. For proper alignment monitoring and frequent review needs to be done. The appraisal process is always disliked by many thus great commitment is required from the top leadership. (Groybergs, Boris, and Sarah, 2012)
Traits are the innate characteristics of a person. They include ethics, initiative, attitude, and the leadership ability of the employee. These characteristics are inborn and genetically determined thus can’t be learned. Traits may be physical, for instance blue eyes or behavioral, portraying a certain personality. In trait appraisal, managers focus at the degree to which an employee manifests a required trait in relation to the task. Trait appraisals are easy and simple to develop but subjective. Outgoing employees are more favored by trait appraisal. Counseling is hard because the traits are innate thus it is less useful in promoting and rewarding employees.
Behavioral appraisal regards specific actions relating to the task given to employee. The desired actions are defined in the performance appraisal. For instance, ”greeting customers as soon they approach the counter”. This appraisal is objective fair and accurate. It quantitatively assesses performance. It can be used to counsel employees for promotion and rewarding. However, this method is costly and time consuming.HR managers have to ensure behaviors of employees are correlate with performance been appraised.
Result-based performance management is characterized by little directing and monitoring by the management. Assessment is done with objective measures. Result-based appraisal the employee gain id determined by proportion they make that is they are paid in commissions. Measures are easily acquired and accepted by all employees. The weakness of this method is that it focuses on short term results and employees tend to focus on aspects that are evaluated.
The appropriate appraisal for Maersk Customer Service-Care Business is trait-based system because to handling and keeping clients requires a lot of susceptibility. This method has the elements required for interaction with clients and other workers. Customer care department requires self-motivated, punctual, gentle person to handle customers (Groybergs, Boris, and Sarah, 2012).
Rating scales are used to indicate level of employee achievement in performance management systems. Customers are rated using graphic rating scale. These scales are administered easily and can help in differentiating employees. There are variety of rating scales can be alphabetic, numeric, narrative, graphic, and letter scales. These scales are easy to integrate and maintain with great number having up-to five options. Letter scales numeric scales are used in quantitative analysis of results. Numeric scale rating uses numbers .The standard approach is 1=poor, 2=average and 5=excellent though different organizations use different approaches. Message use alphabets to rate with A=excellent, B=good, and C=satisfactory. Graphic rating scale is extensive making it easy to use. The appraiser has the opportunity to mart and rate. Graphic rating scale is disadvantageous because it is prone to error and may represent employee’s effort accurately. Descriptive scales are normally detailed and assigned a value though the appraiser is not forced to quantify performance.
Reference
Groysberg, Boris, and Sarah Abbott. “A.P. Møller – Maersk Group: Evaluating Strategic Talent Management Initiatives.” Harvard Business School Case 412-147, June 2012. (Revised May 2013.)