Performance Appraisal
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Performance Appraisal
Toshi Saxena
HRM/531
Performance Appraisal
The dynamics of corporate world change every day. The corporate houses constantly need to “focus” to develop and train their workforce to “enhance productivity” and stay competitive. “The performance appraisal system not only evaluates the employees' efficiency, but also expectations and satisfaction regarding the various aspects of their job” (Banu & Umamaheshwari, 2009). Effective performance appraisal is one in which two attributes work in conjunction; an evaluation system and a feedback system. The evaluation system identifies the gap that occurs when the performance is not up to the set target of the organization. The feedback system informs the employees about their performance. According to Byrne, Schroeter, Carter, and Mower (2009) “Performance assessment results are often used for annual reviews, promotions, and satisfying accrediting agencies’ requirements” (p 545). Various methods of performance appraisals are in practice but no single one is absolute. Community of Human Resource Management (CHRM, 2009) lists some of the traditional and modern methods of performance appraisals as such; traditional methods of performance appraisal: “unstructured method, grading or ranking method, man-to-man analysis, critical analysis”, etc. The modern methods resulted to abridge the shortcomings of the traditional methods. “Behaviorally anchored rating scales (BARS), the 360 degree feedback, psychological appraisals, and management by objectives are some of the modern techniques of performance appraisals” (para 3). In this paper the writer will be discussing the performance appraisal system of Carlson Companies, a global leader in the hotel, restaurant, and travel business.
Curt Carlson founded the Gold Bond Stamp Company in 1938 that was eventually renamed as Carlson Companies, Inc. in 1973 when the company expanded into hospitality and travel businesses. “Carlson operates three...
Toshi Saxena
HRM/531
Performance Appraisal
The dynamics of corporate world change every day. The corporate houses constantly need to “focus” to develop and train their workforce to “enhance productivity” and stay competitive. “The performance appraisal system not only evaluates the employees' efficiency, but also expectations and satisfaction regarding the various aspects of their job” (Banu & Umamaheshwari, 2009). Effective performance appraisal is one in which two attributes work in conjunction; an evaluation system and a feedback system. The evaluation system identifies the gap that occurs when the performance is not up to the set target of the organization. The feedback system informs the employees about their performance. According to Byrne, Schroeter, Carter, and Mower (2009) “Performance assessment results are often used for annual reviews, promotions, and satisfying accrediting agencies’ requirements” (p 545). Various methods of performance appraisals are in practice but no single one is absolute. Community of Human Resource Management (CHRM, 2009) lists some of the traditional and modern methods of performance appraisals as such; traditional methods of performance appraisal: “unstructured method, grading or ranking method, man-to-man analysis, critical analysis”, etc. The modern methods resulted to abridge the shortcomings of the traditional methods. “Behaviorally anchored rating scales (BARS), the 360 degree feedback, psychological appraisals, and management by objectives are some of the modern techniques of performance appraisals” (para 3). In this paper the writer will be discussing the performance appraisal system of Carlson Companies, a global leader in the hotel, restaurant, and travel business.
Curt Carlson founded the Gold Bond Stamp Company in 1938 that was eventually renamed as Carlson Companies, Inc. in 1973 when the company expanded into hospitality and travel businesses. “Carlson operates three...