Research Paper on "Employee Selection and Performance Appraisal"

Research Paper 7 pages (2474 words) Sources: 7

[EXCERPT] . . . .

At the beginning of each financial year, the sales executives are required to write down their personal goals for the next year and how they intend to achieve them. They are also required to write personal analysis or appraisal of how they think they performed in their previous year against the goals and objectives that they had set out to achieve. The sales executives are then one by one engaged in a face-to-face interaction with the manager under whom they work and their previous year forms are presented and formally used in the process. The sales executives are guided in the areas they faltered, the possible reasons why they faltered and the possible solutions they can implement in the next year to avoid the failures of the previous term. It is based on these objectives and how well met they were by the sales executives that determines the rate of salary increment that he receives as well as the promotions that could be.

The organizational goals that are set for each year have a great bearing on the standards that are used in the appraisal of the performance of the individual sales executives. This is experienced in the way the management examines the roles played by the individual and the contributions towards the growth of the organization. If the individual performance posted by the sales executives comes close to the expected organizational strategic goals, then that sales person is categorized as one who has internalized the goals of the organization and can in the future contribute further in the development of the organization. To this end the strategic goals of the organization significantly influence or affect the individual appraisals.

To ensure the reliability of the appraisal process, there are further checks that are put in place within the organization. The departmental heads have to forward their appraisal of the people under them to the board of directors for further evaluation. Though the directors do not take each individual for a face-to-face appraisal, they go through the forms and look at the recommendations that have been given by managers including the possible salary increments and promotions among other things, this process brings in reliability in the appraisal program used in this organization.

This particular appraisal method meets the required standards since those involved in the appraisal program are highly trained individuals who have also mastered the values of the organization as well as the art of human resource management. The fact that the appraisal is segmented into two sections where the managers and the directors are involved and play a significant role makes it a quality program and reliable process. The process also gives the chance for feedback from the employees as they have a chance to include in their written annual self appraisal, the aspects that they would like to see changed within their respective departments as well as the entire organization for the betterment of the organization and to have a strategic advantage over the competition. This kind of involvement and engagement in the organizational operations and planning are what enhances the confidence of the individuals to feel part of the organization and overcome the perceived threat that often comes with appraisal as shown by Rock D, (2009).

In discussing the various ways through which sale persons are appraised and compensated, Bohlander & Snell (2015) indicate that one of the main ways of doing this is the straight salary plan which is an approach that takes into account the various responsibilities and duties that are not reflected immediately in their sales volume. This method is the closest to the appraisal program in place in our model organization here since the sales executives are not just appraised on the volume of sales but several other related activities that contribute positively to the organizational strategic plans. This approach is seen as one of the best in fostering the unity in an organization that diverse in nature and bearing the inclusion of various stakeholders in the program, it presents the process with a global approach with varied ideas which help build the organization into a future oriented structure.

Recommendations

In order to have a wider approach to the already positive appraisal system, it is essential that external appraisal personnel are brought on board especially to give the organization the benefit of having and independent and third opinion which would be noble and inspiring to the organization. Confining the appraisal method to the internal individuals and approaches may close the organization from external positive influences.

References

Boohene R., (2011). The Effects of Human Resource Management Practices on Corporate Performance: A Study of Graphic Communications Group Limited. Retrieved July 14, 2015 from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=4&cad=rja&uact=8&ved=0CC8QFjADahUKEwjm3uaOwN_GAhUFgdsKHal8DUE&url=http%3A%2F%2Fccsenet.org%2Fjournal%2Findex.php%2Fibr%2Farticle%2Fdownload%2F8815%2F6461&ei=RI-nVeasKYWC7gap-bWIBA&usg=AFQjCNEyDoGBiUPprLDDJh3lPqoLJtNvMw&sig2=nL7d8m7yS_qlJr1PDsvWaw

Bohlander & Snell (2015). Managing Human Resources. Retrieved July 14, 2015 from https://www.google.co.ke/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&cad=rja&uact=8&ved=0CCMQFjABahUKEwjmwqGq1-DGAhXvFNsKHZnsAhs&url=http%3A%2F%2Fwww.swlearning.com%2Fmanagement%2Fbohlander%2Fpowerpoint%2Fch10.ppt&ei=1C2oVeaIAe-p7AaZ2YvYAQ&usg=AFQjCNHH6upbuJ0E0vBWpiZLMeOfuRjkCg&sig2=BehLMR8O8AeFphrd7bleSg&bvm=bv.97949915,d.ZGU

Legal Resources (2015). Performance Appraisal. Retrieved July 14, 2015 from http://www.blr.com/hrtips/performance-appraisals

Rock D, (2009). Managing the Brain in Mind. Strategy plus Business; issue No. 56.

The Economist (2009). Management by Objectives. Retrieved July 14, 2015 from http://www.economist.com/node/14299761

University of Pennsylvania, (2011). Should Performance Reviews be fired? Retrieved July 14, 2015 from http://knowledge.wharton.upenn.edu/article/should-performance-reviews-be-fired/ READ MORE

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