Team B3:

Paula Urrego-RiverosDavid IbagonLydia Duro-EmanuelSabrina TsaiChi-Wen ShihNazish Leghari

AgendaDefinition and Purpose of PAPros and cons (Behavior, motivation, teamwork)Find what PA lacks that leadership theory hasSuggest how PA could be aligned to leadership

theoryConclusion

Definition and PurposeDefinition:Evaluation of performanceAchieve individuals goalsOrganizational goalsPeriod of time

Purpose: Increase organizational performance Appraisal individual contribution Detect lack of skills of employees Set future plans or objectives (Training)

Torrington, et al. (2005)

Aspects Behavior Motivation Teamwork

Work performance

X X X

Career Planning

X X

Team building X X X

Recognition and reward

X X X

Expectation of employees

X X X

Identify and validate Training needs

X X X

Positive Aspect about Performance Appraisal

Ferris, et al. (1995)

Aspects Behavior Motivation Teamwork

Feedback X X X

Conflict (Boss – Employee)

X X X

Concern about self-image

X X X

Subjective Perception

X X X

Expense X

Negative Aspect about Performance Appraisal

Ferris, et al. (1995); Redman and Wilkinson (2001); Torrington et. al (2005)

What is PA lacking that Leadership theory has

-Dependence & Demands on Supervisor (Decision making by Leadership)

-Bias

-Lack of communication

-Emotional Issues

-Hierarchal divide

What should be modified in order to align PA to Leadership theory

- Engaging

- Action Based

- Being fair

- The balancing act

- 360 Degree Appraisal

Notes WMG, (2011)

Performance Appraisal (360 Feedback)

Peers/Co-workers

Other Boss

Supervisor / Boss

Internal Customers

External Customers

Subordinates/Direct reports

Suppliers

Skip-Level Reports

McCarthy and Garavan, 2001

Team suggestions

Organization and employee objectivesTrainingFrequency of appraisalMaintaining recordsMeasurement systemConducting the appraisalPay for PerformanceLegal Issues

Boice and Kleiner, (1997)

ConclusionCreates a Learning experience.

PA is a powerful tool that could be used to identify potential leaders in an organization.

References Boice and Kleiner., (1997). Designing Effective Performance Apprasial

System. Volume 46,6 pp. 5 McCarthy A. & Garavan T. (2001) “360 feedback process :

performance, improvement and employee career development” Journal of European Industrial Training V. 25 N. 1 pp5-32

Ferris, G. R., Rosen, S. D. and Barnum, D. T. (1995) Handbook of human resource management. Oxford: Blackwell.

Lepsinger, R and Lucia, A (1997). 360 degree feedback and performance appraisal. The art of science of 360 Feedback. pp. 6

Notes WMG, (2011). [http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/le/sessions/performance_management/how_to_improve_pa/]. [last updated 24 November 2006].[Accessed 15 February 2011]

Prowse, P. and Prowse, J. (2010) The Dilemma of Performance Appraisal. In: Taticchi, P. eds.

Redman, T. and Wilkinson, A. (2001) Contemporary human resource management : text and cases. Harlow: Financial Times Prentice Hall.

Torrington, D., Hall, L. and Taylor, S. (2005) Human resource management. 6th. Harlow: Financial Times Prentice Hall.

Towers, B. (1992) The Handbook of human resource management. Oxford: Blackwell.