HUMAN RESOURCES PROMOTE COMPENSATION, BENEFITS, PERFORMANCE, TRAINING, EVALUATION, MONEY, INCENTIVES, AND BONUS FOR IMPROVING THE PERFORMANCE APPRAISAL SYSTEM
Human Resources Department
The Power of Consciousness by Darlena Pagan, 2012
Improve the Performance Appraisal Methods
Critical incident method
360-Degree Appraisal
Graphic rating scales
IMPROVING THE PERFORMANCE
APPRAISAL SYSTEM
Darlena Pagan
American InterContinental University
Unit 4 Individual Project
Improving Performance Appraisal System
May 18, 2012
ABSTRACT
It is believe the old performance appraisal system is causing problem for employees. My job is to improve
the Performance Appraisal Methods. In this paper, part I will demonstrate a cashier performance Assessment, a
description of a cashier and Job Evaluation Chart for Cashier. In part II, I will demonstrate ideas for improving
the performance appraisal methods. Furthermore, the objective of this paper is to differentiate between various
kinds of performance appraisal programs and identify the key guidelines used to evaluate the relative worth of
a set of jobs.
INTRODUCTION
First, It is believe it is my responsibility to provide the Vice President with different types of
performance appraisal system. I am recommending three type of performance appraisal system to improve the
system; I will demonstrate such methods, for instance, Critical incident method, 360-Degree Appraisal, and
Graphic rating scales. Each of the performance appraisal method mentioned in this paper do one the or another,
for example, I have provide a description of the critical incident method, the 360-degree appraisal, I had
provide the pros and cons, and the graphic rating scales, I had provided a definition for the method but also I
had provide a transformation solution on it.
INTRODUCTION
Secondly, These methods are common used method for the performance appraisal system that
had allow me to determine the factors for improving the overall of the performance appraisal system. In fact,
employees must be aware of introspective self-consciousness. This awareness allows the employee to mentally
identify their perception of their performance and how it collaborates with the company’s goal. In addition, the
introspective self-consciousness collaborating with the performance appraisal system provides a process for the
employee to understand their work responsibilities to perceived and compare it to previous experience. In fact,
improving the performance appraisal system collaborates with the consciousness of employees to gain
awareness of quality and quantity within oneself. Putting the employee in a state or knowing the fact of being
conscious of their performance by recognizing the internal and external goal of the company. Such great
awareness allows a particular concern social interacting with organization’s philosophy, meeting supervisors and
managers’ expectations, meeting their own self-evaluation consciousness due to right and wrong approaches.
INTRODUCTIONThirdly, The power of consciousness allows employees to characterize themselves through
sensation, emotion, volition and thought as a result of rebuilding ideas and preparing themselves for
transformation to improve work performance and evaluation. Furthermore, the employees become in a total
conscious states to regained consciousness to the reason they were hired and allow they to feel the hunger of
the position when they first apply for the job as a result of the normal state of regaining work consciousness.
Moreover, my recommendation for improving the performance appraisal systems is to promote the upper level
of mental consciousness of which the person is aware as contrasted with unconscious processes. In this paper,
it compares my ideas and research with Joseph J. Martocchio author of Strategic Compensation. Comparing
both ideas helps provide a positive transformation in resolving the problems in the Performance Appraisal
System as the result of Performance Appraisal System Reform.
PART I CASHIER PERFORMANCE ASSESSMENT, DESCRIPTION, JOB EVALUATION CHART FOR CASHIER
Cashier performance assessment needs improvement on
the following:
Procedural knowledge and skill
Verbal communication skills
Creativity
Consistently good judgment
Attendance
Customer service skills
DESCRIPTION OF A CASHIER
$18,500 per year high school diploma or less No work experience Provided on the job greet customers Use scanners Use cash registers ring up items accept payments of customers exchange providing a change and receipts bag or wrap purchases handle returns and exchanges of merchandise making sure that items are in good condition using the right procedure for cash, credit cards, or other types of payment answer customers' questions give information about the store's procedures and policies Help customers to sign up for store rewards programs Help customers to apply for store credit cards, count how much money is in their register in the beginning of their shift and
at the end of their shift
JOB EVALUATION CHART FOR CASHIER Knowledge/Education 5
Skill 3
Responsibility 6
Effort 2
Working Conditions 3
Total Points 19
PART IIIMPROVING THE PERFORMANCE APPRAISAL METHODS
Critical incident method • Describe a situation
• Identify an important action
• Determine whether the out is effectiveness or ineffectiveness
360 degree performance appraisal’ Pros and Cons
Pros
• To provide a link among employees
• To allow employees to evaluated managers’ relationship with people
• Observed Transformation and Improvement on Cultural and Relationship
Cons
• Do not have any negative impact on employees
• Is not confidential
• Employees made complaints only verbal to managers or supervisors
Job Evaluation
Four Qualitative Job Evaluation Techniques
Ranking
Classification
Factor
Method
Martocchio, J., 2009
THE POWER OF CONSCIOUSNESS PART I, II, III AND IV
PART I
Gratuity Method
To provide appreciation to employees
To remember to give a give to employees on special days, such as,
holidays and employees’ birthday
To invited an employee for breakfast, brunch or dinner paid by the
company, supervisor or manager as a result allow the employee to select
the place for dinning
Martocchio, J., 2009
THE POWER OF CONSCIOUSNESSPART II
Employees’ self-evaluation
Allow the supervisor or manage to know the employee
Allow the employee to understand their understand your
motivations, plan goals and reflect
Providing a fair evaluation on employees
Manager or Supervisor can compare employees evaluation of
themselves with what they already know about the employee
Martocchio, J., 2009
THE POWER OF CONSCIOUSNESSPART III
COMPARISON & SYNTHESIS EVALUATION
Kant's View of the Mind and Consciousness of Self (Synthesis)
Individual experiences or a single integrated group of experiences
To provide a single common interests in employee’s performance
Consciousness of performance representing an object(s) or in unified
Identifying one employee experiences making it an group experiences
How one employee experience can affect a group experiences
Consciousness
Apperception
Paralogism
Introspective self-consciousness
Martocchio, J., 2009
THE POWER OF CONSCIOUSNESSPART IV
COMPARISON & SYNTHESIS EVALUATION
Employee’s Rehabilitation
Supervisors or Managers recommendation to employees’
Rehabilitation
Treatment Program for addictive habits
Wellness ProgramMartocchio, J., 2009
COMPARING IDEASIN PART II AND III
Comparing my ideas and research with Joseph J. Martocchio author of
Strategic Compensation, it was interesting that we had similar ideas based on
improving the performance appraisal system. Even though, if you examine
Part II and Part III of this paper, you learned that we had used different
wording but very much had similar ideas for improving the performance
appraisal system. Some of you may opposed this Powerpoint Presentation
because the human conscious is so complex, we all have the right to find
solutions to improving the performance appraisal system for the purpose to
provide a fair justification for our actions and each other actions in workplace.
TYPES OF PERFORMANCE APPRAISAL PLANS BY MARTOCCHIO, J., 2009 CONSIST OF FOUR SYSTEMS
Trait System
Comparison Systems
Behavioral Systems
Goal-oriented Systems
Martocchio, J., 2009
TRAIT SYSTEM
Trait System allows the raters to evaluate employee’s traits or
characteristics, for example, quality of work, quantity of work,
appearance, dependability, cooperation, initiative, judgment,
leadership responsibility, decision-making ability or creativity.Martocchio, J., 2009
COMPARISON SYSTEMS
Comparison Systems allows supervisors or managers to compare
an employee’s skills with other employees as a matter of forced
distribution which has drawbacks.
Martocchio, J., 2009
DRAWBACKS OF THE FORCED DISTRIBUTION
15 percent well below average
25 percent below average
40 percent above average
5 percent well above averageMartocchio, J., 2009
A FORCED DISTRIBUTION PERFORMANCE APPRAISAL RATING FORM
15 percent of the animal keepers will be rated as having exhibited poor performance
20 percent of the animal keepers will be rated as having exhibited below-average performance
35 percent of the animal keepers will be rated as having exhibited average performance
20 percent of the animal keepers will be rated as having exhibited above –average
10 percent of the animal keepers will be rated as having exhibited superior performance
Behavioral Systems
Martocchio, J. , 2009
BEHAVIORAL SYSTEMS
Free on rater errors and biases
Critical incident technique, behaviorally anchored rating scales
Behavioral observation scalesMartocchio. J., 2009
GOAL-ORIENTED SYSTEMS
Most effective performance appraisal technique for supervisors,
employees
Employees and supervisors determine objective tied to corporate
strategies
Employee self-evaluation
Martocchio, J. , 2009
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