Question 1: Do you think that the experts’ recommendations will be sufficient to get most of the administrators to fill out the rating forms properly? Why? Why not? What additional actions (if any) do you think will be necessary?
Personally, I perceive that the recommendations from the experts will be insufficient to ensure that the administrators fill the forms accordingly. That is because they may be biased such that they will be rating “excellent” where the qualifications hit below par. In such instances, the secretaries and clerks abilities and skills will never improve. Some administrators strive to be unpopular among their subordinates thus they will always be hesitant to provide the optimum marks during the rating. In that case, a number of additional actions would be required. First, managers ought to explore other alternatives like communication, hands-on activity, teamwork as well as quality. Secondly, performance appraisal can be done based on the actual duties. There would be the need to develop performance-oriented appraisal software in which the administrators can key in the data. Therefore, the management can use the provided data to establish the total score that then can use during the evaluation process.
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In addition, the expert’s recommendations will not be valid. This is because the authority would be satisfied with the recommendation hence they will abide by forced ranking of Mr. Winchester. However, they would not easily embrace the idea of incorporating the salary increase in the appraisal form. This is because that has been their culture (Dessler, 2014). Furthermore, they perceive that that is the only way to offer competitive salaries to secretaries. In other words, it would be difficult to shun a practice that has been stitched in the culture of an organization just because the expertise have recommended the need to shun from such practices. Therefore, the will be the need for the authority to have an insight and value of the novel process. In that respect, Mr. Winchester needs to train the managers on how the new process works and how validated it is in improving the appraisal skills of the administrators. Also, it would be imperative to monitor how effective the new appraisal form is in order to ensure that it works in accordance to the organizational goals.
Question 2: Do you think that Vice President Winchester would be better off dropping graphic rating forms, substituting instead one of the other techniques we discussed in this chapter, such as a ranking method? Why?
Dropping the graphic forms happens to be a sound idea. A number of problems are associated with the use of graphic rating forms. That includes lack of clear standards, bias, central tendency and the halo effect among others. Instead of the graphic forms, the ranking system has an upper hand in getting the needed results. That is because; the ranking system allows the employees to be ranked from the best to the worst. Notably, this focuses on specific traits. The system avoids central tendency. Winchester opted to place a hold bar on some secretaries who score above average. Notably, the new forced ranking system was necessary since most administrators were easy on their staff. This new system is strict and unfair for administrators who have an excellent staff. This is because it can create an unhealthy competition and disagreements among the staff members (Dessler, 2014). Such competition will destroy the fairness that the system is expected to hold. On the other hand, budget distribution for the appraisal ought to be fair to ensure that the staff is satisfied. Typically, staff satisfaction is essential when it comes to ensuring organizational performance.
Question 3: What performance appraisal system would you develop for the secretaries if you were Rob Winchester? Defend your answer.
The gist of performance appraisal system (PAS) is to ensure that an organization attains productivity. That will come only if the employees perform better. PAS permits the staff to establish their performance. The authority can also get information from their employees that can be integral to ensuring organizational performance. Apparently, the appraisal ought to be consistent and timely. The appraisal takes various forms such as easy, management by objectives, standardized scales and use of important/critical events (Dessler, 2014). It would be imperative for an organization to pick the one that rhymes with its operations.
The appraisal process requires the staff t be evaluated based on job performance and it should aim at improving the performance of the employees. In that respect, it ought to clearly indicate the areas that need to be improved. There will be the need to have clear and achievable goals that should be made clear to all staff members. Importantly, a reward system needs to be developed such that employees who show exemplary works are appreciated. Such a move would ensure employee satisfaction, which on the other hand would result in improved organizational performance.
Dessler, G. (2014). Human Resource Management, VitalSource for DeVry University, 3rd Edition . New York: Pearson Learning Solutions. VitalBook file. ISBN: 9781442564817