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Hr 700 Case Study Analysis - Ge90 Jet Engines

Autor:   •  November 12, 2017  •  1,437 Words (6 Pages)  •  766 Views

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Coaching as a performance evaluation. Can be both positive and negative. The positive of utilizing the coaching method is that it is continuous conditioning (Nordmeyer, n.d.). Meaning the manager is constantly reminding the employees of what is being expected of them, and how they should perform. This could be seen as micromanaging. This would not be a good alternative to the 360 degree appraisal. The employees already feel as though the plant manager is micromanaging them, and are having a hard time trusting her.

Preview performance evaluations can be an effective way to evaluate the employees. The preview performance does not look at what the employee already has done, but what will help the employee to improve their performance (Nordmeyer, n.d.). This allows for open one on one interaction between employee and manager. This allows for both to make suggestions on what should be done for both of their performances to succeed in the future.

Preview Performance

Preview performance would be the best alternative to the 360 degree appraisal. In this organization where the employees are in control of their own performance, and how they perform this would be the best way to evaluate their performance. This would give the plant manager the ability to sit down with each individual employee and build a trusting relationship with them. This would allow for the employees to tell the manager what they need from her to help them perform better, and how she can help them perform better. Allowing the employee to address their weaknesses, and what they need to work on will also, hold them accountable.

How to Implement

The manager should sit down with each team, and conduct a round table meeting. During the preview evaluation the manager should ask; what are some of the things they would like to do to improve their performance, and what she could do to help improve the employee’s performance. This could be setting up extra training for employees, or participating in the scheduling process to help delegate time spent on the project instead of the paper work. This form of performance evaluation can be conducted throughout the year. The employee is responsible for improving what they stated they needed to improve on, and the manager is responsible for improving on what was suggested by the employees to improve on. Having this form of evaluation present throughout the year can help employees improve their performance on an as needed basis. As well as form an open line of communication between employee and manager.

Evaluating Alternative

To evaluate this effectively each employee would have to submit what they wanted to improve on, and the steps they would take to improve their performance. To measure the preview evaluation the manager would utilize the employee’s yearly evaluation. For instance, if the employee wanted to improve on communicating effectively with peers, and scored below what they did the year prior this would indicate the employee did not take the extra step in trying to improve their performance. If the manager did not help the employee develop these skills that was agreed upon than the manager would be held accountable as well. This would develop a working relationship between manager and employee. This form of evaluation could have its biases as well. With that being said if the biases are present the evaluation process should be started over. To start this over the organization should implement the management by objectives ratings. According to Jackson, Schuler, and Werner (2012) this way of performance allows managers to look at what the goals were before the yearly evaluation, and if they were met. This form of measurement looks at the goals set in the preview performance, and then evaluate them with the measured performance objectives. This would give a better evaluation on if the employee improved on what he/she stated they wanted to improve on.

References

Jackson, S. E., & Schuler, R. S. (2012). Managing Human Resources. In S. E. Jackson, R. S. Schuler, & S. Werner, Managing Human Resources (pp. 349-350). Mason: South- Western Cengage Learning.

Nordmeyer, B. (n.d.). Alternatives to Performance Appraisal. Retrieved from globalposts.com: http://everydaylife.globalpost.com/alternatives-performance-appraisals-15115.html

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