See the question description. To finish this question you have to follow the paper outline exactly
Question #3 Briefly describe
(1) The elements of an ideal, yet pragmatic appraisal system for professional employees. Then address the following issues.
(2) How does the system help enhance intrinsic motivation, while simultaneously assuring some degree of extrinsic motivation?
(3) What are three common problems of appraisal systems related to professional employees and how do you deal with them?
2 pages single space
Question#3 Briefly describe
(1) The elements of an ideal, yet pragmatic appraisal system for professional employees. Then address the following issues.
(2) How does the system help enhance intrinsic motivation, while simultaneously assuring some degree of extrinsic motivation?
(3) What are three common problems of appraisal systems related to professional employees and how do you deal with them?
Definition of Appraisal:
· Appraisal: Job performance of an employee is judged and evaluated by his or her superior or manager.
· Judges whether the employees have the skills and qualities required to do his job in an effective manner.
· Things evaluated: performance of job duties/ tasks, soft skills, productivity.
· Appraisals need purpose.
· It is the process of measuring productivity in terms of efficiency and effectiveness. It is a method that is used to evaluate how well employees perform their job duties and tasks, as well as measure their capabilities in relevant skills such as supervisory and leadership capabilities.
·
Intrinsic Motivation- Long term motivators, comes from the job, challenging, engaging, interesting and creative passion for what is done. (doing something because you love/want to do it.)
·
Extrinsic Motivation- Short lived motivators. Factors outside the job, salary, status promotion. (doing something for a reward/or to avoid punishment.)
Define appraisal system – helps managers evaluate employee job performance and develop a fair system for promotions and pay increases
a. Goals
a. Feedback
a. Performance
a. Fair pay increase/promotions
Performance appraisal has several uses:
1. Evaluation
2. Provide continuous feedback
3. Measure performance accurately
4. Provide clarity of expectation and actual result
5. Identify area of weakness of employees
6. Determine promotion of employees
7. Decide salary and reward
Elements of an Ideal yet pragmatic appraisal System for Professional Employees
1. Self-evaluation process that asks employees to honestly assess themselves. Employees can feel engaged and involved in the system and it places ownership on the employee to highlight their own accomplishments and losses.
2. Using Clear, specific, timely objectives by which to assess employee performance.
3. Frequent review meetings instead of only a yearly review. The less formal review meetings should happen regularly, so that a manager can check on performance and re-evaluate goals if needed. This coaching style of management is good so that employees feel that they are being guided and are therefore motivated.
Elements of appraisal systems
1. Goal setting – meet productivity, quality guidelines, improve competencies
2. Monitoring and data availability – performance averages, observations, discussions, work products, complaints/compliments
3. Continuous feedback – supportive gestures, direction should be provided, documentation of feedback if significant corrections are needed
4. Annual assessment – how the individual is doing
Approaches to appraisal systems
1. Trait – someone possesses a certain trait that is important for the job (dependability, adaptability, productivity, communication, teamwork)
2. Behavior
3. Results – does not measure personal characteristics or behaviors, it tries to calibrate the employees’ contributions to the success of the organization
4. Self-appraisals –
5. Peer evaluations – team evaluations
6. 360 degree evaluation systems – info is gathered from superiors, subordinates, peers and citizens – provides more data than the other approaches
How the appraisal system helps intrinsic motivation, while simultaneously assuring some degree of extrinsic motivation?
INTRINSIC · Including employee in self assessment give them ownership over process. Includes them in goal setting process. · Clearly understanding one’s role can contribute to employee happiness · Provides continuous acknowledgement or chances to correct. |
EXTRINSIC · Raises or promotions w/ positive reviews. · Special benefits like parking spots recognitions like “employee of the month” programs. · Regular opportunities for advancement. |
Define intrinsic and extrinsic motivation
MacGregor’s Theory X (extrinsic) vs. Theory Y (intrinsic/Yourself)
1. X – External motivation is employee’s primary motivation and accountability and oversight are critical
a. Common paradigm in business
b. Average employee is lazy, dislikes work and will try to do as little as possible
c. Managers should create strict work rules and implement a well-defined system of rewards and punishment
2. Y – Internal motivation is primary and managerial oversight can be reduced
a. Employees are not inherently lazy, given the chance, employees will do what is good for the org
b. Managers must create a work setting that provides opportunities for workers to exercise initiative and self-direction
c. Managers should decentralize authority to employees and make sure employees have the resources necessary to achieve org goals
What are 3 common problems of appraisal systems related to professional employees and how do you deal with them?
Devote more to the problems of appraisal systems and how to deal with them”
1.
Doesn’t assess actual performance
a. Many appraisal systems assess the person, their traits, characteristics and behaviors rather than performance output quality, volume, dollar value, and responsiveness.
b. Bias and favoritism can play a role here.
c.
How to deal with this
: Utilize a performance based appraisal system that focuses on what employees do and how they work. Provide specific examples. Ensure employee understanding. Allow employee input.
2.
Infrequent Feedback
a. Feedback is provided infrequently and with little follow-up.
b. overreliance on annual assessment
c.
How to deal with this: At the minimum, formal feedback should be given quarterly.
3.
Lack of Accountability
a. Managers are not held accountable for the accuracy of the information included in an assessment. This can lead to issues if an underperforming employee is consistently incorrectly rated as doing good or satisfactory work.
b. In contrast, managers that go out of their way to provide honest feedback and actually improve the performance of their workers are not rewarded or recognized.
c.
How to deal with this problem: Create a culture of appraisal within the organization that perceives appraisals not as an unnecessary burden but as a tool for communication, setting goals, and managing data.