ST ID 21201314
Performance Management can be defined as a systematic approach used for evaluating the performance of employees and at the same time understand the abilities of the employees for their further growth and expansion (Henderson, 2007). In the present report, based on Locke’s Goal Theory, impact of a conducted appraisal meeting will be evaluated. The reason of choosing this theory is because it emphasis on the fact that people who has difficult goals to attain perform much better than the one who have easy goals to achieve (Locke, 2008).
Performance Management can be defined as a systematic approach used for evaluating the performance of employees and at the same time understand the abilities of the employees for their further growth and expansion (Henderson, 2007). In the present report, based on Locke’s Goal Theory, impact of a conducted appraisal meeting will be evaluated. The reason of choosing this theory is because it emphasis on the fact that people who has difficult goals to attain perform much better than the one who have easy goals to achieve (Locke, 2008).
APPRAISAL AT WORK
During
the annual meeting, held two years ago in my organization, I was appraised by the
top management team of my organization regarding the challenging work conducted
by me in the entire year. A very positive feedback was provided for the work that
I did throughout the year. The method used to appraise my performance was
360-degree feedback (Foot
and Hook, 2008).
PLANNING BEFORE THE MEETING
As
the time of annual meeting came closer, I stated planning to provide an answer
that can define all my pros and cons of the entire year in a positive manner. I
was aware of the fact that the appraisal technique that is used by the
organization to appraise the employees is 360-degree appraisal. In this method,
appraisal is provided by generating feedback directly from employee’s
subordinates, peers, supervisors, and employees own evaluation (Ward, 1977). I
made up a mind that when asked for self-evaluation I’ll mainly focus on the point
that will highlight all good work and at the same time give a solid reason for the
mistakes made by me that will.
DISCUSSION WHILE MEETING
The
meeting started with solid welcome speech. After that, the entire management
team put some efforts to explain all the employees the importance of
performance management and why performance appraisal is an essential part of
every organization. In the meeting it was discussed that by providing a
comprehensive appraisal without any biasness, the employees get motivated and at
the same time it become easy to take decision regarding the future growth and
development of the employees (Tietjen and Myers, 1988). Reasons behind the
problems and success, along with how these problems can be resolved were mainly
focused in the meeting (Redmond, 2012).
OUTCOMES OF MEETING
After the successful ending of the meeting, the following outcomes
were generated:
ü The employees whose performance was appraised were motivated.
ü The employees whose performance was not up to the mark were provided
with certain guidelines that could help them to identity their own efficiency.
ü The gap that was hindering the organizations performance was
identified.
ü In order to improve employees, training and development needs were
identified (Mullins,
2010).
AFTER THE MEETING
As
the meeting ended, I was very much motivated. The feedback provided turned out
to be every effective and I was able to identity my own efficiency that helped
me to accomplish challenging goals, hence increase the efficiency of the
organization.
From the presented report, we can conclude that performance management plays a crucial role in identify the factors that can lead to employees growth and development and at the same time provided a bedrock to the organization to improve productivity.
REFERENCES
Books
Foot M. and Hook C., 2008. Introducing Human Resource Management. 5th
ed. London: FT Prentice Hall.
Henderson,
I. R., 2007. Performance Appraisal. 2nd ed. The University of Michigan.
Locke, A. E., 2008. A Theory of Goal Setting & Task Performance. Prentice Hall.
Mullins, L., 2010. Management and Organisation Behaviour.
9th ed. FT Prentice Hall.
Schwartz.,
2001. Performance Appraisal: Apprasial and Meeting. Andrew E Schwartz.
Tietjen, A. M and Myers, M. R.,
1988. Motivation and Job Satisfaction.
Journal of Management Decision. 36(4). pp. 226-231.
Ward, P., 1997. 360 Degree Feedback. CIPD Publishing.
Online
Redmomd, F. B., 2012. Goal
Setting Theory Overview.
[Online] Available through: < https://wikispaces.psu.edu/display/PSYCH484/6.+Goal+Setting+Theory>
[Accessed on 19th February, 2013].
No comments:
Post a Comment