Different methods for creative motivation for improving the Performance Appraisal System resulting in professionalism and human transformation
Note: It is recommended that managers or supervisors assess the efficiency of employees, using techniques and criteria and to observed and give an opinion to analyze the performance of an employee.
Note: Paralogism allows supervisors or managers to a fallacious argument with employees for improving the performance appraisal system
Note: According to Martocchio, J. provides typical scored using descriptors ranging from unsatisfactory to outstanding. It is an open conscious provides a wide range of jobs as a result of focusing on the quality of interactions with customers but it has limitation, such as; supervisor’s perception of a given trait is the same, such as, the quality of work. The quality of work means different things to supervisors as a result to provide a reason for the performance of employees or the quality therefore. Such rating includes a simple method to evaluate the employees based on outstanding, above average, average, below average or poor relating to diligence, cooperation with others, communication skills, leadership, and decisiveness.
Note: Behavioral Systems are believed to provide an analytic on employees’ performance at work. Such method is aligning with accurate decisions based on job behavior; besides, such analysis use the rating method to make decisions based on never, almost never, sometimes, fairly often and very often.
Note: Martocchio, J. saysGoal-oriented systems are often a component of broader development programs that help employees achieve career goals.
1. Improve the Performance Appraisal MethodsHuman Resources Department 360-Degree Appraisal Graphic rating scales Critical incident method The Power of Consciousness by Darlena Pagan, 2012
2. Darlena Pagan American InterContinental University Unit 4 Individual ProjectImproving Performance Appraisal System May 18, 2012
3. It is believe the old performance appraisal system is causing problem for employees. My job is to improvethe 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 forimproving the performance appraisal methods. Furthermore, the objective of this paper is to differentiatebetween various kinds of performance appraisal programs and identify the key guidelines used to evaluate therelative worth of a set of jobs.
4. First, It is believe it is my responsibility to provide the Vice President with different types ofperformance appraisal system. I am recommending three type of performance appraisal system to improve thesystem; I will demonstrate such methods, for instance, Critical incident method, 360-Degree Appraisal, andGraphic rating scales. Each of the performance appraisal method mentioned in this paper do one the oranother, for example, I have provide a description of the critical incident method, the 360-degree appraisal, Ihad provide the pros and cons, and the graphic rating scales, I had provided a definition for the method butalso I had provide a transformation solution on it.
5. Secondly, These methods are common used method for the performance appraisal system that hadallow me to determine the factors for improving the overall of the performance appraisal system. Infact, employees must be aware of introspective self-consciousness. This awareness allows the employee tomentally identify their perception of their performance and how it collaborates with the company’s goal. Inaddition, the introspective self-consciousness collaborating with the performance appraisal system provides aprocess for the employee to understand their work responsibilities to perceived and compare it to previousexperience. In fact, improving the performance appraisal system collaborates with the consciousness ofemployees to gain awareness of quality and quantity within oneself. Putting the employee in a state or knowingthe 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, meetingsupervisors and managers’ expectations, meeting their own self-evaluation consciousness due to right andwrong approaches.
6. Thirdly, The power of consciousness allows employees to characterize themselves throughsensation, emotion, volition and thought as a result of rebuilding ideas and preparing themselves fortransformation to improve work performance and evaluation. Furthermore, the employees become in a totalconscious states to regained consciousness to the reason they were hired and allow they to feel the hunger ofthe 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 levelof 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. Comparingboth ideas helps provide a positive transformation in resolving the problems in the Performance AppraisalSystem as the result of Performance Appraisal System Reform.
7. Cashier performance assessment needs improvement onthe following: Procedural knowledge and skill Verbal communication skills Creativity Consistently good judgment Attendance Customer service skills
8.  $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 stores 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
9.  Knowledge/Education 5 Skill 3 Responsibility 6 Effort 2 Working Conditions 3 Total Points 19
10. Critical incident method • Describe a situation • Identify an important action • Determine whether the out is effectiveness or ineffectiveness360 degree performance appraisal’ Pros and ConsPros • To provide a link among employees • To allow employees to evaluated managers’ relationship with people • Observed Transformation and Improvement on Cultural and RelationshipCons • Do not have any negative impact on employees • Is not confidential • Employees made complaints only verbal to managers or supervisorsJob Evaluation Four Qualitative Job Evaluation Techniques Ranking Classification Factor Method Martocchio, J., 2009
11. PART IGratuity 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
12. 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
13. Kants 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
14. Employee’s Rehabilitation Supervisors or Managers recommendation to employees’ Rehabilitation Treatment Program for addictive habits Wellness Program Martocchio, J., 2009
15. Comparing my ideas and research with Joseph J. Martocchio author ofStrategic Compensation, it was interesting that we had similar ideas based onimproving the performance appraisal system. Even though, if you examinePart II and Part III of this paper, you learned that we had used differentwording but very much had similar ideas for improving the performanceappraisal system. Some of you may opposed this Powerpoint Presentationbecause the human conscious is so complex, we all have the right to findsolutions to improving the performance appraisal system for the purpose toprovide a fair justification for our actions and each other actions in workplace.
17.  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
18.  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
19.  15 percent well below average 25 percent below average 40 percent above average 5 percent well above average Martocchio, J., 2009
20.  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
22.  Most effective performance appraisal technique for supervisors, employees Employees and supervisors determine objective tied to corporate strategies Employee self-evaluation Martocchio, J. , 2009
23.  Findley, H. (n.d.). Reegineering The Graphic Rating Scale, Retrieved from Troy State University / Hogeschool Gent Findley, H.. (n.d.). Reegineering The Graphic Rating Scale, Retrieved on May 18, 2012 from http://business.troy.edu/Downloads/Publications/TSUSBS/2002SBS/2002GraphicScale.pdf Human Resources. (2012). Performance Appraisal Methods, Retrieved from Human Resources.Hrvinet.com Human Resources. (2012). Performance Appraisal Methods, Retrieved on May 18, 2012 from 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 Edition), Traditional Bases for Pay (Chapter 3), pages numbers, Pearson Incorporation, Prentice-Hall, Upper Saddle River, New Jersey, Retrieved from American InterContinental University’s Bookshelf Stanford Encyclopedia of Philosophy. (2004). Kants View of the Mind and Consciousness of Self, Retrieved from Stanford Encyclopedia of Philosophy Stanford Encyclopedia of Philosophy. (2004). Kants View of the Mind and Consciousness of Self, Retrieved on May 18, 2012 from http://plato.stanford.edu/entries/kant-mind/ U.S. Office of Personnel Management. (2012). Performance Management, Retrieved from The U.S. Office of Personnel Management U.S. Office of Personnel Management. (2012). Performance Management, Retrieved on May 17, 2012 from http://www.opm.gov/perform/overview.asp