MANAGING PERFORMANCE

Managing Performance

Performance Management

Introduction

Performance appraisal may be defined by Dessler (1997) as any procedure that involves: Setting work standards assessing the employee's actual performance relative to these stands providing feedback to the employee with the am of motivating to eliminate performance deficiencies or to continue to perform above par.

And four principal activities of the performance appraisal cycle were identified by Mohrman, Resnick-West and Lawler (1989). Illustrated in figure below:Figure The performance appraisal cycleSource: Mohrman, Resnick-West & Lawler (1989)A performance appraisal contains three steps: define the job, appraise performance, and provide feedback. A wide range of methods are used to conduct performance appraisals, from the simplest of ranking schemes through objective-based, standard-based and competency-based system to complex behaviorally anchored rating schemes (Snape et al., 1994). Such as (Dessler, 1997):1. Graphic Rating Scale Method: it lists traits and range of performance values for each trait.

Case Study

Simon is a person who appointed in a large organization as an administarative officer in the personnel service department of a large organization. Simon's job involved assisting in the recruitment of staff in the organization and preparing papers and documentation for selection and recuritmnet borad as well as assisting the personnel officer. Because of Simon has no knowledge and experience in human resource areas, therefore his interview process has gone unprofessional and unacceptable. Below are the 10 issues that he did totally wrong.

1.No experience and trainingA well-designed interview must conduct by a right person who has done a formal interview training recently and has essential skills to conduct an interview such as good communication skills, listening skills and interpersonal skills.

2.Take time to read resumes during each interviewInterviewers must read resumes before the entire interview process begins and review each of them before each interview commences. In candidate's point of view, take time to read resumes during each interview means that the interviewer is unprofessional and disorganised.

3.Simon judges applicants based on his feeling and intuitive senseInterview is not about judgement. It is about finding a right person to fill in the job vacancy. In the interview process, feeling can not make judgement on candidates. Interviewers should concentrate on their qualifications, experience, attitude, ability, skills and knowledge. In addition, if candidates appear to move about in their chair or hold their arms, it doesn't mean anything. It is just because they are still not comfortable with the surrounding atmosphere.

4.Simon's sitting posture is not appropriateA professional interviewer must sit straight with their hands on table and face towards the applicants. Also never leans back in chair and puts feet on the table because this makes applicants feel that they are not being respected.

5.No interview structureSimon asked a tough question at the beginning of the interview which put applicants at a stress situation where they tend not to disclose all information. Therefore, Simon should adopt a well-designed interview structure which includes opening, body and closing.

Opening:-Explain the purpose of the interview-Brief outline the history of the organisation-Ask generally questions to bring interviewee into the rapport ...