HRM Guide publishes articles and news releases about HR surveys, employment law, human resource research, HR books and careers that bridge the gap between theory and practice.
Human Resource Management in a Business Context, 3rd edition by Alan Price
Human Resource Management in a Business Context provides an international focus on the theory and practice
of people management. A thorough and comprehensive overview of all the key aspects of HRM, including articles from HRM Guide and other sources,
key concepts, review questions and case studies for discussion and analysis.
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This
section of Human Resource Management in a Business Context addresses
performance assessment as an activity. It covers traditional appraisal
methods - the rating of individuals on quasi-objective criteria or standards
deemed to be relevant to performance - leading on to modern competence-based
approaches.
Appraisals are being conducted for many kinds of jobs, including those in education. See
Ontario teacher appraisals
Two-thirds (66%) of executives polled scheduled formal employee appraisals annually with just 29% conducting them more frequently. See: Annual performance appraisals still the norm
Appraisals and conformity
(...) Appraisal is a procedure designed
to encourage conformity to the standards, norms or image required by the
person completing the assessment. The focus is on the kind of behaviour
the company culture requires, discouraging any behaviour which does not
fit. this section debates the value of verbal and numerical judgments.
Performance appraisal has become one of the most widely used management tools despite widespread criticism of its effectiveness. To add to the controversy, a report from the UK's Institute of Employment Studies (IES) argues that many performance appraisal systems have a limited impact on overall business performance and fail both employees and organizations. Read Overloaded performance appraisals failing
The counselling interview
Having tested the manager's
talents as untrained psychologist, the next part of the process expects
the manager to be a qualified counsellor! The counselling interview normally
takes the form of a face-to-face dialogue between the appraising manager
and the appraisee. (...) The scope for conflict - and its avoidance
- is considerable.
Objectivity and subjectivity in assessment
Some of the key issues
of performance management revolve around questions of fairness, judgment
and interpretation of both results and behaviour. Serious attempts have
been made to address these areas, focusing on results, processes or behaviour.
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