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Meeting the Criteria for Effective Performance Management
Performance Multiplier and Rypple are the helper applications for measuring performance management that helps establishing uniform standards for evaluating employees and customizing performance measurement forms (Noe et al., 2011, p.225).Therefore, they cannot meet the criteria for effective performance management completely. However, in terms of improving the formal discussion based on these criteria they can add value to performance management processes (Noe et al., 2011, p.227).
Suitability for Fulfilling the Strategic, Administrative and Developmental Purposes
These tools are suitable for the strategic purpose because they help to link employees’ behavior with the organization’s goals through constant adjusting their goals. Besides, they support fulfilling the administrative purposes due to their capability to provide posting status updates, prompting to document their goals and achievements, and facilitating of filling out forms (Noe et al., 2011, p.226; McGregor, 2009). Also, they play a role in fulfilling the developmental purposes because these tools help to increase the effectiveness of the performance feedback through making feedback more real-time; dynamic and democratic and providing “a quick-and-dirty 360-degree review” (Noe et al., 2011, p.226; McGregor, 2009).
Implication in Workplace
The area of the performance I would like to seek feedback about is training and developing employees. It provides enabling employees to perform their current and future jobs. I am interesting in getting feedbacks about my own performance from employees that are participated in training and development programs. Although, exchange for anonymous feedback provides a quick-and-dirty 360-degree review, this feedback can be unnecessarily hurtful and full of criticism without accountability.
Fulfilling the Purposes of Performance Management
The appraisals described in this case did not properly fulfill any purposes of performance management due to devaluation of their validity in some ways that could be resulted from the recent financial crisis, which forced to make hard choices among many valued employees, or abandonment of high ethical standards (Noe et al., 2011, p.255). It manifests in the fact that decision making concerning employees was not supported by their previous good reviews. In addition, the strategic purpose was not fulfilled because the appraisals have not linked employees’ behavior with the organization’s goals and “have proved costly in terms of negative publicity and legal actions” (Noe et al., 2011, p.255). Fulfilling the developmental purpose was failed because the source of problems was not uncovered and communicated to employees.
Minimizing the Likelihood of Disputes
Managers and HR Departments can minimize the likelihood of disputes arising over employees’ performance by improving performance management processes. They have to “maintain open communication with employees to build their trust and commitment, rather than withholding information” (Noe et al., 2011, p. 42).
Besides, adhering to high ethical standards embedded in the company’s culture is essential in a performance management system to support and justify decision making related to employee termination and thereby smooth the problem.
If I had been in the HR Departments of the mentioned companies, I would have tried to explain the employees that had come with their concern that the company had to make hard choices among many valued employees in downsizing efforts regardless of their previous excellent reviews. If possible, I would have provided them with outplacement services to help finding new jobs and show that the company cares about its employees (Noe et al., 2011, p. 42).