HCM612 Unit 3 Individual Project CH

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Unit 3 Individual Project Assignment 10/21/23 HCM612

Unit 3 Individual Project Assignment Details of the Performance Appraisal Process Organizations must develop strong, communicative relationships with their employees in order to reach their goals and achieve maximum success. One of the most critical tools an organization utilizes to cultivate these employee relationships is the performance appraisal process. Performance appraisals provide a regular forum for managers to check in on employee performance and intervene as necessary, and for employees to respectfully voice concerns or request additional job support if needed. The foundation for an effective performance appraisal begins with annual goals, both at the corporate level and per employee based on documented job requirements. Throughout the year, the feedback from managers in these appraisals “inform[s] employees who perform their job duties well that their efforts are recognized and notifies employees who have performance problems that they must improve” (Camardella, 2003). Based on the professional performance of the employee and their level of achievement toward the annual goals, the manager will provide an evaluation or rating that may factor into monetary rewards such as a raise or bonus for high-achieving employees. It is important for performance appraisals to be fair and objective, with measurable, reasonably achievable standards that are communicated to employees well before reviews begin. The perceived fairness of performance appraisals and the level of employee participation in the process are significant factors in overall employee acceptance of and satisfaction with a company’s performance appraisal program (Roberts, 2003). Employees who can actively participate in and clearly understand the performance appraisal process are much more likely to be successful and contribute to the positive growth of their company.

Frequency of Performance Appraisals Historically, performance appraisals have been conducted on an annual basis and that is an adequate starting point for planning the frequency of these reviews. The annual performance review would serve as a formal meeting to discuss employee performance over the previous year regarding progress towards corporate goals and departmental objectives. In addition to the annual review, employees could benefit from more points of contact regarding performance throughout the year. This is supported in the study by Bradford (2019), that “some organizations were moving away from the traditional appraisal structure and were having more informal, continual dialogues.” Employees would have more opportunity during the year to receive feedback from supervisors and strategically apply that feedback to improve overall performance. By implementing informal touchpoints periodically throughout the year, the annual performance appraisal would be met with less apprehension and dissatisfaction as the employee would have a clear understanding of their standing in their position in the company. As concluded by Camardella (2003), the “formal performance evaluation should merely be a confirmation of what is already known between the manager and the employee”. Employees Involved in Performance Appraisal Process The employees involved in the performance appraisal process may change based on the type of review being conducted. The more informal, periodic reviews could be conducted by a designated trainer if there is one, a team leader, or even a more experienced colleague in the same department as the employee being reviewed, depending on the company. Generally, the direct manager or supervisor will be the one conducting the appraisals for their subordinates and reporting the results to upper management. It is ideal for the reviewing manager to work closely

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with the employee they are appraising, to be familiar with the employee’s required job duties, and be aware of the employee’s daily tasks and performance level. Employees are involved in the performance appraisal process not only by cooperating with formal and informal reviews, but also by completing a self-assessment prior to the evaluation process. Self-evaluation has been proven to add significant value to the performance appraisal process by maintaining open lines of communication between employees and management, allowing for employees to highlight specific accomplishments that their manager may not be aware of, and granting employees a higher level of control and satisfaction with the appraisal process overall (Board, 2016).

References Board, E. (2016). Leading Healthcare Organizations. Words of Wisdom, LLC. , 1, 158 Bradford (2019). Employee performance appraisals: Investigating the administrative, social and psychological nature of employee review. Human Resource Management International Digest, 27 (5), 38-40. https://doi.org/10.1108/HRMID-05-2019-0130 Camardella, M. J. (2003). Effective management of the performance-appraisal process. Employment Relations Today, 30(1), 103-107. https://coloradotech.idm.oclc.org/login?url=https://www.proquest.com/trade-journals/ effective-management-performance-appraisal/docview/237082172/se-2 Roberts, G. E. (2003). Employee performance appraisal system participation: A technique that works. Public Personnel Management, 32(1), 89. https://coloradotech.idm.oclc.org/login? url=https://www.proquest.com/scholarly-journals/employee-performance-appraisal- system/docview/215943355/se-2

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