Assessment of Human Resources


The reason why the performance is so difficult and why almost every food system is flawed is that performance appraisal serves many different purposes, which are rarely well served by the same methods of performance evaluation. The purpose of the implementation performance are:

1. Evaluation to improve job matching. Employees should be given the task and assigned jobs based on their skills and abilities. Performance of staff give their officers a sense of what they can do and how well they do it.

2. Communication organizational values ​​and goals. The individual employee has sometimes poor sense of what the organization wants to do. An employee may wish to satisfy the wishes of the agency but can not do it without some guidance. Performance can be a very powerful tool to show employees what is valued and what is incidental. At the same time, performance can be a powerful way to communicate the culture and norms of behavior, both in terms of outcomes (acquiring) and process (approved methods).

Note that the performance appraisal system can serve to communicate norms, values ​​and expectations not only that employees are valued, but also to those that make food and various external constituencies. Performance evaluation form containing a clear assessment of community relations, according to ethical standards, meeting affirmative action objectives, environmental responsibility, education, and such transfer important message to management and external stakeholders, including government agencies charged with monitoring these areas.

– The information for self-improvement. Performance can be and often is used to indicate that the individual employees in the performance deficient and where it is simply inadequate

-. The training and development. Either through self-improvement or through more external efforts, performance appraisal can be used to guide training and development efforts to the individual

-. The pay (and promotion) for performance. Any organization that allocates pay (and other rewards, such as promotion) based on performance must measure who has succeeded. Performance provides the necessary measures. This is a different team than the above, which does not require that better performances lead to higher rewards. “Award for Performance” is characteristic here

-. The information for hiring strategies, especially validation of entry requirements. Businesses use the number of screens for the decision to hire. The validity of these documents is often subject to question, and performance evaluation, along with retrospective look at the professional application of the individual, can be used to refine and develop more valid screens

-. The validation of other human resources practices. More broadly, the analysis of data removal may allow institutions to evaluate the efficacy of various human resource management practices. We are reaping the benefits of the company or external training? We have developed career paths that prepare individuals at lower levels to perform effectively at higher levels? Make changes to the compensation and benefits programs have the desired impact on the performance or the ability to retain high performers and weed out low performers

– The retention and reduction in force. Companies often have to make regular decisions about conservation – for example, if there are mandatory probation period-as well as individual decisions on the reduction of value, performance evaluation data are important inputs

-. The right defense. Hiring, promotion and graduation decisions can be challenged in court. To protect themselves, an organization needs a well-documented paper trail performance evaluation that will go study as being valid, without discrimination, not capricious, and so on

-. The impact on those who make it to appreciate. Evaluation can also be useful for those who do assessor. Follow along, it means that evaluators what the organization values. More directly, to the extent that managers can influence the performance of their subordinates, performance evaluation system can serve to remind managers about what their priorities should be in recruiting, developing, managing and rewarding their subordinates. Finally, a formal performance evaluation systems may force managers to do something that most people inherently find difficult to do, especially with heavy demands on their time: give candid feedback to employees. We are not aware of any organization that managers profess to enjoy the performance appraisal or do not complain about how consuming time it is, we take as a sign that (in part) and it is forcing managers to do something they would otherwise avoid.


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