The office of the Human Resources presents a Management by Objectives (MBO) performance appraisal plan and process that will be implemented in the next month. The store managers are required to use this plan as a mode of measuring the company’s progress (Armstrong & Taylor, 2014).
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The store managers and their subordinates are required to give jointly the common goals and objectives, elaborate the individual’s areas of responsibilities by giving detailed results (Dessler, 2011). These measures will then be applied as guides for various operations of the individual stores as well as for the assessment of the contributions of each employee (Dessler, 2011).
The MBO appraisal plan will have four steps that include the setting of goals, performance standards, comparison procedures and the periodic reviews. The goals will be set for individual employees in each store to attain. The store managers and their assistants must establish these goals based on the employees’ desired results (Kaplan & Atkinson, 2015). This method is chosen since the executive management needs to know the employee performance for the past one year.
The method will also offer a chance for the employees to meet their managers with a view of discussing the performance progress. The employees will also gain access to the management’s feedback on their individual performances (Kaplan & Atkinson, 2015). The employees will provide clarity on their expectations and various issues concerning the management of individual stores and the company. This state of affairs ensures enhanced employee motivation due to the developed high standard compensation system (Kaplan & Atkinson, 2015).
The performance measurement standards will be derived from the previous standards of the company. This strategy will be based on the employees’ knowledge about their job requirements and status of the accomplishment of goals. It will highlight the performance review against the set objectives. The plan will be essential in determining whether the individual stores will be making progress towards the stipulated objectives.
These measures will be mainly for the store managers. Other measurement standards will be on attributes, areas of strengths and weaknesses as well as those of growth, training programs as well as plans for development for both sales persons and assistant managers (Armstrong & Taylor, 2014). This appraisal will be administered in the next month. After that stage, the routine will be done for every six months.
To ensure that the appraisal is well communicated to the employees of each store, the store managers and their assistants will be frequently engaged in the communication process. The procedure of implementing the appraisal strategy will be communicated using both top-down channel and horizontal process to ensure that the assistant managers and employees are involved (Armstrong & Taylor, 2014).
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The first discussions will involve the store managers and the head of the human resource followed by the individual meetings in each store headed by the store directors. During such meetings, the employees will be made aware of the progress of the appraisal and variations noted on the actual and standard performance of each employee (Armstrong & Taylor, 2014). The managers who will conduct the appraisal processes assisted by their assistants will collect the measures. Various errors that must be avoided include omitting the employees from participation, ignoring timeframes, and failing to conduct periodic reviews.
Armstrong, M., & Taylor, S. (2014). Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page Publishers.
Dessler, G. (2011). Fundamentals of Human Resource Management. London: Pearson.
Kaplan, R., & Atkinson, A. (2015). Advanced Management Accounting. New Delhi: PHI Learning.
SAMPLE PERFORMANCE APPRAISAL FORM
|CHEV-MAT RETAIL LIMITED |
HUMAN RESOURCE –PERFORMANCE APPRAISAL SYSTEM
PERFORMANCE ANALYSIS AND REVIEW
DECEMBER 2014 TO DECEMBER 2015
NAME OF UNIT STORE:…………………………………
|NEXT SUPERVISOR 1 |
NEXT SUPERVISOR 2
|PERSONNEL / HUMAN RESOURCE DEPARTMENT|
|PERFORMANCE REVIEW AGAINST OBJECTIVE||BY IMMEDIATE SUPERVISOR|
|AGREED TARGETS||RESULTS ACHIEVED|
|SELF REVIEW (BY SALES PERSON)|
|CONTRIBUTORS (PROFESSION OR JOB-RELATED NOT COVERED ABOVE)|
|IMPORTANT FACTOR ENHANCING PERFORMANCE: |
IMPORTANT FACTOR DERAILING PERFORMANCE:
|PERFORMANCE AGAINST OBJECTIVES ( BY IMMEDIATE SUPERVISOR ): |
OUTSTANDING: ( ) GOOD: ( ) ADEQUATE: ( ) INADEQUATE: ( )
|APPRAISAL OF CRITICAL ATTRIBUTES||BY IMMEDIATE SUPERVISOR|
| ||TEAM RELATIONS|
| ||COMMUNICATION SKILLS|
|SPECIFIC ROLE RELATED ATTRIBUTES (IDENTIFIED) |
|STRENGTH AND IMPROVEMENT (ASSISTANT MANAGER)|
|MAJOR STRENGTHS: |
AREAS OF IMPROVEMENT:
|POTENTIAL AREAS OF GROWTH (BY ASSISTANT MANAGER) |
|RECOMMENDATIONS FOR TRAINING AND DEVELOPMENT (BY MANAGER)|
|IN-COMPANY TRAINING PROGRAMMES |
|OTHER TRAINING PROGRAMMES OUTSIDE COMPANY|
|SPECIFIC PLANS FOR DEVELOPMENT (TICK THE ONE REQUIRED)|
|ACTION PROPOSED |
1. JOB ROTATIONS
2. JOB ENLARGEMENT
3. SPECIAL DUTIES
4. OTHER (SPECIFY)
|DETAILS OF THE ACTION|
|COMMENTS BY THE MANAGER |
|OVERALL COMMENT BY HEAD OF HUMAN RESOURCE DEPARTMENT OF CHEV-MAT LIMITED|