Some of the 21st century best practices in performance management are moving to a “ratingless” system that allows the supervisor to provide regular feedback instead of an annual review (Valentine, Meglich, Mathis and Jackson, 2019). I love this idea; I think that for a manager to improve and move to the next level they need to understand where they are potentially lacking. Another best practice is to establish clear goals, this gives the manager something to work towards (Valentine et al., 2019). This one really resonated with me, I think we as managers understand our day to day expectations, but establishing clear goals gives a finish line to work towards. It is also important for the manager to have a clear understanding of what the company’s ratings/ranking entails (Valentine et al., 2019). There is nothing worse as an employee than to not understand what is required to achieve the varies ratings. I think it is also important for companies to have consistency. If they are constantly changing the process, employees have a harder time achieving their goals.

I’m working on a management discussion question and need guidance to help me understand better.

 

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There are two discussion post. i have to reply them based on their answer to the discussion board question. i have to reply my opinion based on their answer to that discussion board questiol.

by Rachel Dsane – Sunday, 18 April 2021, 5:41 PM

 

undefined1. Posting- Review the performance appraisal process and appraisal form used by your current or former employer. Also, review other appraisal issues. Do you think that performance management is implemented correctly at your work? Why? What are the current 21st century best practices in performance management, and what is your opinion of those?

undefinedMy previous employment was with an insurance company in the claims division. The performance appraisal process used was a combination of the three areas: strategic, administrative, and developmental to provide feedback to employees on their performance. Strategic to connect the employees to the company, administrative to connect HR decisions to employee’s prior performance, and developmental to connect employee to their future goals (Valentine et al., 2020, p. 348). The company uses an electronic form that is divided into two categories: business goals and Leadership principles. Both categories use the ratings of Better than Expected, Expected, Inconsistent, and Too New to Rate. Each subcategory received a rating then an overall rating would be calculated at the bottom. The overall rating will determine the employees merit percentage for the following year. The company uses two platforms for documenting employee performance and behaviors. One platform was to document one on one with the employee, coaching, quality reviews, and observations. The other platform was utilized for goal setting, six-month check-ins, and yearly performance evaluations. The systems did not transfer information between the two programs and required managers to pull the information from the quality tool platform and place it into the performance tool platform.

undefinedAppraisal issues that arise is when employee performance is not properly documented in the quality tool, then the manager can lose important information that is needed for the performance evaluation. Another issue is that the quality platform does not transfer over to the performance platform, so it is not time efficient when documenting performance evaluations. This results in double documentation on disciplinary issues. If conversations about performance are not had prior to performance evaluations, then the conversation can be difficult as the employee will feel that they were not informed of the status of their performance prior to the evaluation discussion. Lastly, terminated employees are not removed from the system which requires managers to go in and put in a rating for the terminated employee. If this is not done HR will contact the manager and request, they complete the rating for the terminated employees.

undefinedAside from the efficiency issues with the performance appraisal tool, I think performance management is implemented correctly by my previous employer. They are strategic in connecting the employee to the organization through clear strategies and goals. They are administrative in making decisions about ratings, performance, and disciplinary actions based on adequate review of the employee’s performance over the past year. They use the developmental aspect of the appraisal to provide feedback to the employee on future goals and received feedback from the employee on where they are at in their performance and what improvements need to be made to reach their future goals. They focus on how to get employees better by coaching and developing employees. The right conversations are had with the employees on performance and these conversations are consistent. The 21st century performance management best practices are making sure that performance aligns with organizational strategic objectives and goals, the employee’s entire year of performance is considered in the appraisal, and the employee is properly developed in performance for the present and future goals. I think these are essential practices today. If the documentation is proper and the right conversations are taking place with the employee, both you and the employee will be on the same page about expectations and the psychological contract will remain intact.

undefinedReferences

undefinedValentine, S.R., Meglich, P. A., Jackson, J.H. (2020). Human Resource Management (16th ed.). Cengage.

undefined1. Posting- Review the performance appraisal process and appraisal form used by your current or former employer. Also, review other appraisal issues. Do you think that performance management is implemented correctly at your work? Why? What are the current 21st century best practices in performance management, and what is your opinion of those?

undefinedby Diane Hooper – Saturday, 17 April 2021, 11:39 AM

undefinedI have been with my current employer for almost twenty-two years and do not remember going through an appraisal process before this job. It seems that the appraisal process that my company goes through changes to a new format every four to five years. Just when we get comfortable with the new system and process it is changed again. In my opinion, the current process is rather cumbersome. Not only do we have to memorialize personal and professional goals, but we have to solicit feedback from five different people we work with. This is not including our boss. I generally have a hard time writing about my accomplishments. In a sense I feel like I am bragging and often find myself either minimizing my work or not making it sound as accomplished as others. I think that the idea is good, I do think that in order to be effectively evaluated for our work performance there has to be a way to gage and document accomplishments. I think that constantly changing the system is not effective and can be rather frustrating to employees.

undefinedSome of the 21st century best practices in performance management are moving to a “ratingless” system that allows the supervisor to provide regular feedback instead of an annual review (Valentine, Meglich, Mathis and Jackson, 2019). I love this idea; I think that for a manager to improve and move to the next level they need to understand where they are potentially lacking. Another best practice is to establish clear goals, this gives the manager something to work towards (Valentine et al., 2019). This one really resonated with me, I think we as managers understand our day to day expectations, but establishing clear goals gives a finish line to work towards. It is also important for the manager to have a clear understanding of what the company’s ratings/ranking entails (Valentine et al., 2019). There is nothing worse as an employee than to not understand what is required to achieve the varies ratings. I think it is also important for companies to have consistency. If they are constantly changing the process, employees have a harder time achieving their goals.

undefinedReferences:

undefinedValentine, S., Meglich, P., Mathis, R., & Jackson, J. (2019). Human Resource Management,

undefinedSixteenth edition. Cengage, 110-290.

 

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