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SINGAPORE INSTITITUTE OF MATERIALS MANAGEMENT
Subject: Human Resource Management
Individual Assignment
Lecturer: John Neo
Name: Wu Bing
Date: 15/03/2006
CATALOGUE
1 COVER PAGE ----------------------------------------page 1
2 CATALOGUE -----------------------------------------page 2
3 INTRODUCTION ------------------------------------page 3
4 FORM----------------------------------------------------page 4---5
5 PURPOSE OF REPORT ----------------------------page 6
6 360-DEGREE FEEDBACK EVALUATION ----page 7---11
7 SUMMARIZE THE WHOLE REPORT----------page 11--12
8 REFERENCE---------------------------------------------page 13
INTRODUCTION
This repot talk about how to evaluate employee. At the first,
I get a form that is performance appraisal. We can get some
basic information by this form. Secondly, I talk the purpose
that why we have to get a report and discussion how to
evaluate employee. Then I am going to introduce 360-Dgree
Feedback Evaluation. This is a good method to evaluate
employee. Next summarize the whole report. Finally, it is
reference.
Thank you for your attention.
Performance Appraisal
Annual/ Promotion/ Confirmation D ____M _____Y ______
Part One -----Personal Particulars
Employee Name: Appraisal Period _____to ______
Name Of Company: Department:
Position: Date Joint:
Part Two ----Assessment and computation
Please Offer
Point Excellent Very Good Good Average Below Average
10 9 8 7 6 5 4 3 2 1
A : Job Description:
B : General Conduct:
C : benefit for company :
D : Encourage :
Date Of Assessment: Signature :
Part Three ----Training And Development
Completed Last Year :
Planned Next Year :
Part Four ---Performance Goals For The Next Year
Signature:
Part Five ---Assessor’s General Comments
Assessor name :_______________________ Date :___________________
Part Six----Assess comments
Assessor Name :_____________________Date :_________________
Annually before raise salary, the administrator does not think with employee but have to face that is a work valuation. Some supervisors will do the standard with personal prejudice, as a result appearing a few complain, direct influence morale; Somebody careless to settle a dispute, all of this have disadvantage to the company. Actually how evaluate inferiority is better, this is a question? he daily pursuit performance of the scrutiny inferiority what is a manager's work, and another righteousness of the work valuation, in addition to aiming at the employee's performance, that is also an administrator to review to manager own work. However, a few administrators, it is also not easy to revalue work of the inferiority before, the administrator examines the employee's performance periodically, they used this result to understand whether they request of the company or not. If employee the performance is lousy, also it is influence administrator; affect the both parties to express. So, the valuation is not only the performance that examines the employee at the same time it is examine oneself.
How to evaluate the whole performance of oneself or inferiority to just calculate the exactitude?
First, in addition to strive for fairly, also should judge the employee's performance from the objective fact, and we should avoid only attend work ability. We should involve their work knowledge, personal behavior and relationship etc. the company should press a set of decided scrutiny standard for avoid the valuation to appear the deviation or unfair. If appear the circumstance that be not willing to settle, the administrator can consult other data, for example to other colleague search or hear the various opinion. There is an all-directions valuation method (or be called 360 degrees to evaluate the method), from superior, colleague and inferiority with different angle to the party concerned make an evaluation. {1}(Internet)
Let me introduce 360-degree feedback evaluation, and then you can understand clearly.
The 360-degree feedback evaluation
According to some managers, the 360-degree feedback method is only appropriate for developmental purpose. Their rationale stems from a concern that when raters believe that they may hurt others by what they say in the evaluation, they will not be honest. organization use to get the most from 360-degree feedback evaluation:
1 use the system primarily for individual development
2 link the process to strategic imperatives
3 exert high administration control over every aspect of the process
4 use senior management as role models
5 use highly trained internal coaches
6 evaluate the return on investment or effectiveness of the process
The biggest risk with 360-degree feedback is confidentiality. The information is very sensitive and, in the wrong hands, could impact careers.
Rating Scale
The rating scales method is a widely used appraisal approach that rates employees according to defined factors. Using this approach, evaluators record their judgments about performance on a scale. While systems often provide an overall rating, the method generally allows for the use of more than one performance criterion. One reason for the popularity of the rating scales method is its simplicity, which permits quick evaluation of many employees.
Some firms provide space for the rater to comment on the evaluation given for each factor. This practice may be especially encouraged, or even required, when the rater gives an extreme rating, either the highest or lowest. For instance. If an employee is rated needs improvement on teamwork, the rater provides written justification for this low evaluation. The purpose of this requirement is to focus on correcting deficiencies and to discourage arbitrary and hastily made judgments.
In order to receive an outstanding rating for a factor such as quality of work, a person must consistently go beyond the prescribed work requirement
Critical incidents
the critical incident method requires keeping written records of highly favorable and highly unfavorable work actions. With this method, the appraisal is more likely to cover the entire evaluation period and not focus on the last few weeks or months
Essay
In the essay method, the rater simply writes a brief narrative describing the employee’s performance. Comparing essay evaluations might be difficult because no common criteria exist. However, some managers believe that the essay method is not only the most simple but also an acceptable approach to employee evaluation.
Work standards
the work standards method compares each employee’s performance to a predator mined standard or expected level of output. Standards reflect the normal output of average worker operating at a normal pace. In order for employees to perceive that standards are objective, they should understand clearly how the standards were set. Management must also explain the rationale for any changes standards.
Ranking
in the ranking method, the rater simply places all employees from a group in rank order of overall performance. For example, the best employee in the group is ranked highest, and poorest is ranked lowest. Paired comparison is a variation of the ranking method in which the performance of each employee is compared with every other employee in the group. Some professionals in the field argue for using a comparative approach, such as ranking, whenever management must make human resource decisions. They believe that employees are promoted or receive the highest pay increases not because they achieve their objects, but rather because they achieve them better than others in their workgroup. Such decision goes beyond a single individual’s performance and therefore, need consideration on a broader basis.
Forced distribution
forced distribution method require the rater to assign individuals in a workgroup to a limited number of categories similar to a normal frequency distribution. Although used by some prestigious firms, the forced distribution system such as GE’s appears to be unpopular with many managers. According to one source, it fosters cutthroat competition, paranoia, and general ill will and destroys employee loyalty. Critics of forced distribution contend that they compel managers to penalize a good, although not a great, employee who is part of a superstar team. One reason employees are opposed to forced ranking is that they suspect that the rankings are a way for companies to rationalize firings more easily.
Behaviorally Anchored Rating Scales
The behaviorally anchored rating scale (BARS) method combines elements of the traditional rating scales and critical incident methods. In this method, various performance levels are shown along a scale with each described in terms of an employee’s specific job behavior. Rather than have the raters judge the quality of a subordinate’s performs in each defined level. BARS differ from rating scaled because, instead of using adjectives at each scale point, it uses behavioral anchors related to the criterion being measured. This modification clarifies the meaning of each point on the scale and reduces rater bias and error by anchoring the rating with specific behavioral example based on job analysis information. The method may not be economically feasible since each job category requires its own BARS. Yet, among the various appraisal techniques, BARS is perhaps the most highly defensible in court because it is based on actual observable job behaviors.
Results-Based Systems
The manager and the subordinate jointly agree on objectives for the next appraisal period in a results-based system, in the past a form of management by objective. In such a system, one objective might be, for example, to cut waste by 10 percent. At the end of appraisal period, an evaluation focuses on how well the employee achieved this objective. Since organizations exist to achieve goals, a results-based system has obvious value. A results-oriented approach remain remains a popular technique to evaluate employees, especially managers.
Assessment Centers
The primary use of assessment centers is to identify and select employees for higher level positions, their role in employee development is also important. Some performance appraisals attempt to not only evaluate performance which essentially focuses on the past, but also determine an individual’s potential for advancement, which is future oriented. Some firm opt to use an assessment center as an adjunct to their appraisal system. Finding the best performance evaluation system seems to be unending challenge for most organizations. Some, however, appear to be taking a more strategic approach to the process. Instead of using the familiar “check the box, write a comment” ritual, some organizations are integrating the company’s mission statement vision, and values into their pa system. {2}
On the other hand, employee faces to any work scrutiny of form. They would very the sensitive ground a little unavoidably thinks that own work performance is subjected to query. Certainly, they also want to know whether personal actual work performance attains the request of the company or not. General administrator would according to decided scrutiny standard of organization at examine the employee performance, But due to there are some different opinion, as a result the meeting was mislead by the prejudiced felling, this is called" the halo result" in managing to learn. Generally speaking, unless the employee's performance is very bad, most superior also would to employee with" usually can accept". Some superiors beg the work to live together only peacefully, making the valuation or pressing current mode valuation with the subjective wills, the affirmation can't resolve the usual problem, the end victimize to be still their self. Whereas, the aggressive superior will evaluate employee actual by the performance.
Conclusion:
This report talks four aspects as follow
1. What is the human resource management valuation?
The human resource management valuation is a diagraph of cost- performance that manages the total activity to the human resource, and with organization past results, the organization target of the results, similar organization carries on the comparison. The human resource management leader gets better by this way, such as: Job advertisement, selection, training, salary management, performance evaluation, welfare management, organization change concrete management behavior. Though these ways to carry out the improvement of the productivity work and live improvement of exaltation, the product service quantity of quantity, promote organization change, construct to organize five targets of cultural.{3}
2. Why do we make the human resource management valuation?
It Prove the existent value of the human resource management section. It gets more money for the budgets. It acquires the feedback that manages the result to the human resource with the straight line supervisor there from the employee; Pass the judgment to increase or reduce the human resource management activity to raise the function of the human resource management. It helps the human resource department to improve the working talent and roles while carry out built-up common goal; the creation makes the business enterprise have the value of social responsibility, ethics, and competition.
3. Who carry on the human resource management valuation?
Manager of human resource should do this job. Assurance each section cooperate the human resource management valuation work; Assurance all sections of organization get the valuation. Manager should establish a method for the human resource strategy.
4. How to evaluate employee?
The 360-degree feedback method is better for evaluation. I have talked it in page 7 to 10.
Thank you for your read
Reference:
1. http://www.qx100.com.cn 2005-7-5
2.Human Resource Management R. WAYNE MONDY ROBERT M. NOE，NINTH EDITION.
3.http://202.43.217.123/search/cache.html?ei=UTF-8&icp=1&u=cho.icxo.com/htmlnews/2004/02/16/82610.htm&w=%E4%BB%80%E4%B9%88+%E6%98%AF+%E4%BA%BA%E5%8A%9B+%E8%B5%84%E6%BA%90+%E7%AE%A1%E7%90%86+%E8%AF%84%E4%BC%B0&d=IlRgUw0DMd8y
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