Compensation trends

1. NORTHCENTRAL UNIVERSITY
HRM7000-8:ACTIVITY 3: TRAINING, CAREER DEVELOPMENT, &
PERFORMANCE APPRAISAL
COURTNEY CAVALL
MAIN TASKS
INTERPRET EMPLOYEE MOTIVATION AND PERFORMANCE
Power point
FIVE Scholarly References.
12-15 Slides (With A Separate Reference Slide)
Notes Length: 200-350
Words For Each Slide
Cover Sheet In Note Below

2. TRAINING, CAREER DEVELOPMENT, & PERFORMANCE APPRAISAL:
The following power point will review and define research on job appraise
employee’s performance. Giving an overview on how social comparisons
theory is related to PA’s as well as factors associated with employee
treatment during performance appraisals as well as the need fairness in
employee’s perception of reality. Discusses how PA’s are important for
comprehensive employee training and development programs as well as
giving tangible recommendations and variables.
ABSTRACT

3. JOB PERFORMANCE: PERFORMANCE APPRAISALS
Kondrasuk et al. (2012) article it
stated that “every manager needs
some way to appraise employees
performance” (p. 115).
 Performance appraisals should help
to motivate the employee to improve
and work harder toward the
company’s goals
 Performance appraisals do not have
a specified format
 Performance appraisals are a
systematic concept
 Maintain quality standards in their
job performance
Then having the employee
perform the set expectations
made by the supervisor
Then having the employee
perform the set expectations
made by the supervisor
2 M A I N O B J E C T I V E S

4. PERFORMANCE APPRAISAL DEFINED
 A tool to evaluate an employee's job performance
 Kondrasuk et al. (2012) article it suggested that Interview where an employee's job
performance is measured and stated “feedback is given to the employee” (p. 117)
 Kondrasuk et al. (2012) article it suggested that a method to evaluate employee job
expectations and their actual job performance performed providing feedback to the employee
on the performance assessment and recommendations for future improvement to which can
be done so by “setting new goals and expectations for another period” (p. 117)
 Kondrasuk et al. (2012) article it stated “performance management with job performance
appraisal a part of it” (p. 117)

5. PERFORMANCE APPRAISAL: IDEAL ELEMENTS
KONDRASUK, ET AL. (2012) ON PERFORMANCE APPRAISAL
 Clear definitive employee expectations
 Providing resources for the employee to perform the job as defined in its expectations
 Employee job performance appraisal
 Feedback for the employee
 Dialog with the employee providing explanation job performance evaluation completed
by the of the appraiser’s evaluation
 Occur at least one time a year
 Address issues quickly and help employees create solutions in a fair, reasonable and
tangible manner.

6. PERFORMANCE APPRAISAL:
COMPREHENSIVE EMPLOYEE TRAINING AND
DEVELOPMENT PROGRAMS
 Sudin et al., ( 2011) quoted research from Taylor et al. (1995) who specified
“performance appraisal (pa) is an important human resource practice and tool which
provides information to many critical human resource decisions such as training and
development needs” (p.69)
 Training and development programs to really help employees move up within the
organization as well as to help employees perform their job duties to the best of their
abilities (Sudin, 2011)
 Career development attracts prospective employees and assists in motivating
employees (Goffin, 2009).
 ensure the employee is meeting the needs of the organization is through training
and development

7. Figure 1.
Prediction of Job Performance
From Three-Predictor Variable (Stanger, 2011, pg. 84).

8. RECOMMENDATIONS TO ENHANCE EMPLOYEE’STRAINING EXPERIENCE
Salray
Incentives
Earning tangible rewards
Motivation
Provide traaing that is a motivating
experience
Focus
Focus on Prediction of Job Performance through defined
Variables that create specified job outcomes

9. Suddenetal,(2002)
ResearchConclusions
States that “understanding in the dynamic relationship of
organizational justice in performance appraisal is vital in
facilitating and enabling performance appraisal to be a productive
means for both organization and employee to achieve their goals”
(p. 79).
When implementing performance appraisal systems
organizational justice affects employee reaction and sequentially
has an affect on the system efficiency and effectiveness.
Research suggest that there is a possible contribution in the
“relationship between organizational justice in performance
appraisal system and employee reactions emotionally and
behaviorally” (p. 80).
“Fairness of performance appraisal does affect employee's
satisfaction” (p. 80).

10. SATISFACTION WITH THE PERFORMANCEAPPRAISAL
DESCRIPTION OF
FIGURE 2:
“Research Framework of
Relationship between
Perception of Fairness of
PA and Satisfaction”
(Sudin, 2011, pg. 66)
Satisfaction
• Last Performance
Ratings
• Supervisor
• PA System
Perception of Fairness
of PA
• Procedural Justice
• Distributive Justice
• Interpersonal Justice
• Informational Justice

11. Truthful in
communication
Courteous Respectful
Korsgaard,Robersonand Rymph’s, (1998) article reviewed
employee treatment andits important to be
FAIRNESS OF PERFORMANCE APPRAISALS PERCEPTION VERSE REALITY
 Sudin, et al. (2011) article it suggested that employee's need to feel equally judged
in assessment appraisals. There is a specific need for a standard process for all
employees so that don’t feel that “singled out or discriminated against” (p. 70).
 “Perceived fairness in the performance appraisal process affects employees'
satisfaction”
 “Employees' satisfaction is a consistent factor of satisfaction and last performance
appraisal ratings
 Perceived organizational justice
FAIRNESS AND PERCEPTION

12. KORSGAARD, ET AL’S., (1998) COMMENTED ON EMPLOYEE
TREATMENT DEFINING FIVE BEHAVIORS NEEDED
FOR PERCEIVED FAIRNESS WITH EMPLOYEES:
Considering employee input
Feedback in a timely manner
Application of decision-making criteria on a consistent basis
Consistent application of decision-making criteria
Coupled with justification for the decisions
Unbiased in organizational setting removing personal biases

13. References
Goffin, R. D., Jelley, R., Powell, D. M., & Johnston, N. G. (2009). Taking advantage of
social comparisons in performance appraisal: The relative percentile method.
Human Resource Management, 48(2), 251-268.
Greenberg, (2001), studying organizational justice cross-culturally: fundamental
challenge. International journal of conflict management, vol. 12, issue 4;
pp. 365-75
Korsgaard, Audrey, Roberson, Loriann, & Rymph. (1998). What motivates fairness?
The Role of subordinate assertive behavior on managers' interactional fairness.
Journal of applied Psychology, 83(5), 731-744
Kondrasuk, J. N. (2012). THE IDEAL PERFORMANCE APPRAISAL IS A FORMAT,
NOT A FORM. Academy Of Strategic Management Journal, 11(1), 115-130.
Stanger, C. (2011). Introduction to Psychology. Saylor Books, 1-861. Retrieved on
April 6, 2014, from http://www.saylor.org/books/