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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University / Hogeschool Gent Findley, H.. (n.d.). Reegineering The Graphic Rating Scale, Retrieved on May 18, 2012 from

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http://www.humanresources.hrvinet.com/performance-appraisal-methods/ Linman, T. (n.d.). 360-degree Feedback: Weighing the Pros and Cons, Retrieved from

edweb.sdsu.edu Linman, T. (n.d.). 360-degree Feedback: Weighing the Pros and Cons, Retrieved on May 18, 2012

from http://edweb.sdsu.edu/people/arossett/pie/Interventions/360_1.htm Martocchio, J. (2009). Strategic Compensation: A Human Resource Management Approach (6th

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