performance appraisal
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This document discusses problems and ethics in performance appraisal. It defines performance appraisal as evaluating employee performance, sharing that information with employees, and finding ways to improve. It outlines the performance appraisal process and then discusses common problems like halo effects and variable standards. It also discusses ethics involved, including using rewards/punishments positively, providing reliable/valid information, maintaining confidentiality, and standardizing the process. It concludes with advantages like performance feedback and motivation, and disadvantages like potential negativity and waste of time.
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Ethics in Performance Management
Ethics is the backbone of an organization and its activities. Ethical performance management is defined as planning, managing, appraising, and monitoring employee performance based on principles of fairness, objectivity, transparency and good corporate governance. Ethical performance management builds a better society, cultivates high-performance teams, attracts and retains talent, maintains legal sanctity, improves reporting, and promotes a strong corporate image. However, it also faces ethical issues and dilemmas such as managerial malpractice, value conflict, moral mazes, workplace politics, and violation of ethics. Strategies for ethical performance management include education and training on ethics, employment accountability, communication, resolving value conflicts, and increasing employee engagement.
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This document provides an overview of organizational development and interventions. It defines organizational development as a deliberately planned effort to increase an organization's relevance and viability. The key aspects covered include:
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- Common organizational development interventions like team building, coaching, large group interventions and leadership development.
- The assumptions underlying organizational interventions, which include viewing groups as the basic building blocks and aiming to reduce inappropriate competition between parts of an organization.
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Compensation is what employees receive in exchange for their work, including both monetary and non-monetary benefits. It is important for both motivating employees and reducing costs for organizations. Many factors influence compensation, including external factors like the labor market, cost of living, unions, and laws, as well as internal factors like the organization's compensation policies, ability to pay, job analyses, and individual employee performance. Effective compensation systems can help organizations attract, retain, and motivate talented staff.
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This document provides an overview of training and development. It discusses how training and development has evolved from transferring knowledge through signs and actions to more formal programs to help workers use new machines. It also explains that employees are now seen as assets that can be developed to benefit the organization. The document outlines different training and development methods, both on-the-job and off-the-job, and discusses the objectives and process of training and development programs.
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This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
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Ethics in Performance Management
Ethics is the backbone of an organization and its activities. Ethical performance management is defined as planning, managing, appraising, and monitoring employee performance based on principles of fairness, objectivity, transparency and good corporate governance. Ethical performance management builds a better society, cultivates high-performance teams, attracts and retains talent, maintains legal sanctity, improves reporting, and promotes a strong corporate image. However, it also faces ethical issues and dilemmas such as managerial malpractice, value conflict, moral mazes, workplace politics, and violation of ethics. Strategies for ethical performance management include education and training on ethics, employment accountability, communication, resolving value conflicts, and increasing employee engagement.
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- The meaning, definitions, objectives, assumptions, values and process of organizational development.
- Common organizational development interventions like team building, coaching, large group interventions and leadership development.
- The assumptions underlying organizational interventions, which include viewing groups as the basic building blocks and aiming to reduce inappropriate competition between parts of an organization.
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Compensation is what employees receive in exchange for their work, including both monetary and non-monetary benefits. It is important for both motivating employees and reducing costs for organizations. Many factors influence compensation, including external factors like the labor market, cost of living, unions, and laws, as well as internal factors like the organization's compensation policies, ability to pay, job analyses, and individual employee performance. Effective compensation systems can help organizations attract, retain, and motivate talented staff.
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This document provides an overview of training and development. It discusses how training and development has evolved from transferring knowledge through signs and actions to more formal programs to help workers use new machines. It also explains that employees are now seen as assets that can be developed to benefit the organization. The document outlines different training and development methods, both on-the-job and off-the-job, and discusses the objectives and process of training and development programs.
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Job change refers to revisions made to an employee's job description that do not constitute a new position or promotion. Job descriptions are regularly updated to reflect employees' changing duties. Job changes can occur internally through transfers or demotions, or externally through resignations, retirements, or terminations.
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Strategic Human Resource Development
This presentation were what we thought regarding SHRD. If you think it has lacking in this presentation, kindly add the comment
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Appraial Errors Vinay Ravindran
Common appraisal errors include:
1) The halo/horns effect where raters inappropriately generalize performance in one area to unrelated areas.
2) First impression errors where initial positive or negative judgments color later evaluations.
3) The similar-to-me effect where raters rate those similar to themselves more highly.
4) Contrast effects where people are evaluated compared to others rather than standards.
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Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
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The document discusses new trends in compensation management, including benefits like health insurance, accommodations, loans, education assistance, work-life balance policies, and variable pay. It provides details on approaches to compensation like pay transparency, broad banding, incentive pay, employee stock ownership plans, and flexible benefits programs including modular, core-plus, and flexible spending plans. The trends are aimed at attracting and retaining employees through customized compensation packages.
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Chapter 1 (performance management and reward systems) 2
Performance management is a continuous process that identifies, measures, and develops employee performance while aligning it with organizational goals. It involves setting goals, observing performance through ongoing feedback, and ensuring employee activities contribute to strategic goals. An ideal performance management system is strategic, thorough, practical, meaningful, specific, reliable, valid, fair, inclusive, open, correctable, standardized, and ethical. It serves developmental purposes and informs other HR functions like training, workforce planning, recruitment, and compensation.
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This document discusses linking employee performance to pay. It explains that organizations typically have pay bands for different employee levels and categories. Within each band is a minimum and maximum pay, with increments given for meeting or exceeding expectations. Performance can be linked to short-term incentives for annual performance or long-term incentives for sustained high performance. While performance-based pay aims to motivate employees, it also presents challenges in ensuring fairness, transparency, and buy-in from employees and unions. Ethics are important to consider in performance management systems to promote fair treatment and uphold organizational values.
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HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
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The document delves into the various phases of an HR audit process - the foundational/initiation phase which involves planning and set up, the assessment phase which involves analyzing policies and practices against criteria, and the concluding/reporting phase which involves preparing and presenting an audit report with findings and recommendations. Key aspects like developing checklists, formulating
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Job change refers to revisions made to an employee's job description that do not constitute a new position or promotion. Job descriptions are regularly updated to reflect employees' changing duties. Job changes can occur internally through transfers or demotions, or externally through resignations, retirements, or terminations.
Job changes are intended to maximize employee efficiency, improve organizational effectiveness, ensure discipline, and allow organizations to adapt to operational changes. Implications of job changes include new opportunities for growth, a shifting knowledge base, potential changes to employee compensation, increasing skill obsolescence, changing work situations, low compensation, problematic supervisors, and lack of recognition.
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This document discusses various types of performance-linked pay programs. It describes individual incentive programs like commission and individual performance-related pay that reward individual output. Group programs like profit-sharing and gain-sharing that compensate employees based on group or organizational performance are also discussed. The document outlines some criticisms of traditional merit pay programs and contrasts performance-linked pay with other compensation approaches like salary and bonuses. Both the potential benefits of performance pay in improving motivation as well as the risks of damaging relationships and risk-taking are presented.
corporate governance committes
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Labour legislations
The document discusses Indian labor legislation. It provides definitions and outlines the objectives, principles, scope, and classification of labor laws in India. Key points covered include:
- Labor legislation protects workers' rights and promotes healthy employer-employee relations.
- Major labor laws in India relate to industrial relations, wages, working conditions, welfare, and social security.
- Labor laws aim to prevent exploitation of workers, preserve their health and safety, and establish productive employment relationships.
- Major central acts discussed are the Industrial Disputes Act, Employees' Compensation Act, Payment of Gratuity Act, and Minimum Wages Act.
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The document discusses various types of organizational development interventions including sensitivity training, team building, management by objectives, coaching, and training. It describes the characteristics of effective interventions and outlines factors to consider in the design of interventions. Examples are provided of different human process, techno-structural, human resources, and strategic interventions that can be used to help organizations increase their effectiveness.
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Organization development (OD) interventions are techniques used to implement planned changes to an organization's culture and structure. Some key OD interventions include sensitivity training, which helps participants understand their own behavior and that of others through group interactions. Survey feedback collects data through questionnaires and provides anonymous feedback to employees. Process consultation examines workflows, relationships, and communication channels to identify problems and strategies for improvement. Job enrichment, enlargement, and redesign are structural interventions that aim to change roles and responsibilities within an organization.
Comprehensive interventions
Comprehensive interventions are organizational development techniques that target the entire organization rather than subgroups. Popular comprehensive interventions include survey feedback, where employee attitudes are surveyed and results are shared organization-wide to create solutions, and structural change interventions which implement alterations to organizational structures and policies. Other comprehensive interventions are sociotechnical system design which emphasizes independent self-managed work teams, and total quality management which focuses on quality processes. Key steps in comprehensive interventions are getting whole systems involved, conducting confrontation meetings involving all management to assess organizational health, and strategic management activities where the organization's strategy is developed and implemented.
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This presentation were what we thought regarding SHRD. If you think it has lacking in this presentation, kindly add the comment
Sharing is caring...
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Chapter 1 (performance management and reward systems) 2
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3) The similar-to-me effect where raters rate those similar to themselves more highly.
4) Contrast effects where people are evaluated compared to others rather than standards.
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Performance management involves evaluating an employee's performance and communicating the results to help reward and develop the employee. The objectives include setting goals, evaluating performance, identifying training needs, rewarding performance, and improving performance. The appraisal process determines standards, decides on a measurement method, measures performance, and communicates results. Appraisals can come from self, supervisor, peers, customers, subordinates, and use methods like essays, checklists, and 360 reviews. Challenges include relationships, biases, and organizational culture, while pitfalls include biases in halo, leniency, and central tendency effects. Appraisals are used for training, compensation, career planning, succession, and HR purposes.
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The document discusses performance appraisals, including their definition, purpose, methods, and best practices. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. Some key points include: performance appraisals aim to provide feedback, identify training needs, and form a basis for personnel decisions. Effective methods include setting goals/objectives, collecting data on performance, conducting interviews, and providing follow-up. Common errors to avoid are rater biases like the halo effect.
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360 Degree Feedback
The document provides information about 360-degree feedback and its implementation. It discusses that 360-degree feedback involves collecting performance evaluations on an individual from their supervisor, peers, customers, direct reports, and themselves. It then lists several recommendations for implementing a 360-degree feedback system, including carefully selecting raters, ensuring confidentiality, providing feedback reports that compare self-ratings to others' ratings, and following up with training and coaching. The document emphasizes that 360-degree feedback can provide a broader perspective on performance and facilitate greater self-development for employees.
SELECTION/HRM
The document discusses the selection process and various selection tools used to identify the most suitable candidate for a job. It begins by defining selection and its purpose of differentiating between applicants to hire those most likely to succeed. It then explains various selection stages like job analysis, recruitment, application forms, interviews, tests and reference checks. It also discusses different types of interviews, structured activities used in selection like presentations and tests. It covers psychometric tests, personality questionnaires and the importance of references. Finally, it discusses reducing biases in selection and using a decision matrix to guide selection.
Performanceappraisal k tauphik
Performance appraisal involves systematically evaluating an employee's job performance and potential for future roles. It is meant to identify training needs, provide feedback, and inform personnel decisions. There are various methods for conducting performance appraisals, including traditional methods like essays, rankings, and checklists as well as more modern approaches like management by objectives and 360-degree feedback. Both the process and tools used should be designed, communicated, and implemented carefully to ensure fair and meaningful evaluations.
Performance Appraisal and Human Resource development
This presentation gives idea about the concept of performance appraisal and its techniques adopted in organization, staff grievances for effective human resource development
Teknik dan Metode Penilaian Kinerja.pdf
1. The document discusses various performance assessment tools and techniques, including essay appraisals, graphic rating scales, forced-choice ratings, critical incident reports, and assessment centers.
2. It also outlines a 10-step process for developing a new performance assessment system, including getting management buy-in, establishing criteria, appointing an implementation team, and revising the program over time.
3. The key is selecting tools that align with the organization's objectives and strategy, ensuring ongoing communication, and monitoring the system for continual improvement.
Performance appraisal
Performance appraisals are used to systematically evaluate employee performance and potential. They help with career development, goal setting, identifying strengths and weaknesses, and making administrative decisions. Effective appraisal methods benefit both employees and organizations by providing feedback, guiding improvement, and maximizing productivity. Regular reviews keep employees motivated to perform better over time.
Review of literature on performance appraisal
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Internship Research Paper
This document summarizes research conducted as part of a human resources internship at the University of Vermont. The intern interviewed representatives from various academic and administrative departments to gather information about their current performance appraisal processes. The goal was to help enhance the university's performance appraisal process and design a web-based module. The document then provides background on performance appraisals and discusses best practices from organizations like the Society for Human Resource Management and Segal Sibson consulting firm. These include establishing clear performance goals and standards, providing ongoing feedback, involving employees, properly conducting evaluations, and ensuring successful implementation through training and alignment with other HR systems.
Performance appraisal importance
The document discusses the importance of performance appraisals for improving organizational efficiency by ensuring employees perform to their best ability and develop potential. It explains that performance appraisals have three main purposes - measuring rewards, identifying training needs, and aiding career development. The document also provides details on conducting effective appraisal interviews and different methods used for performance appraisals.
Performance appraisal importance
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Performence App.
Performance appraisal methods aim to evaluate employee performance in a structured manner. There are various tools and methods used for performance appraisal, but they often face problems. Common methods include rating scales, critical incident reports, essays and forced ranking. However, performance appraisals can be impacted by rater biases like leniency, central tendency and personal prejudice. Issues like halo effects and focusing too much on recent performance can also distort appraisal results. Most methods seek objective and development-focused evaluations, but achieving fully valid and reliable assessments remains challenging.
Effective Design of appraisal system
From this document, you will know about the effective design of the appraisal system. What are performance appraisal and problems faced in designing it? it also includes a critical appreciation of appraisal systems adopted by most organizations.
Performance appraisals new for update
Performance appraisals have several benefits for organizations, including helping make decisions about promotions, terminations, and identifying training needs. However, there are also limitations such as rater biases, lack of clear standards, and failure to effectively implement the appraisal process. To address these limitations, organizations should establish objective criteria, provide rater training to reduce biases, gather feedback from multiple sources, and clearly communicate the purpose and results of appraisals. Overall, performance appraisals are an important tool for organizations despite challenges, and the alternative is improving existing programs rather than eliminating them.
Performance appraisal of employees
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The Executive’s Guide To Employee Assessments
Employee assessments can provide organizations with consistent, in-depth, and objective information about employees to help with key personnel decisions. Assessments measure factors like job fit, skills, performance, and development needs. This information helps leaders and managers rely less on intuition and make smarter hiring, development, and workforce planning decisions. Common types of assessments evaluate hard and soft skills, job performance, and job matching. Assessments can be used throughout the employee lifecycle for screening, selecting, onboarding, managing, developing, and succession planning.
Rating scale performance appraisal
In this file, you can ref useful information about rating scale performance appraisal such as rating scale performance appraisal methods, rating scale performance appraisal tips, rating scale performance appraisal forms, rating scale performance appraisal phrases … If you need more assistant for rating scale performance appraisal, please leave your comment at the end of file.
8.2cWho Should Appraise an Employee’s PerformanceJust as there .docx
8.2cWho Should Appraise an Employee’s Performance?
Just as there are multiple standards by which to evaluate performance, there are also multiple people who can evaluate an employee’s performance. Given the complexity of today’s jobs, it is often unrealistic to presume that one person can fully observe and evaluate an employee’s performance. At IBM, employees are regularly reviewed by a broad cross-section of the company’s leaders, not just their immediate bosses. As shown in Figure 8.5, the raters can include supervisors, peers, team members, employees themselves, their subordinates, customers, vendors, and suppliers. Each may be more or less useful for the administrative and developmental purposes we discussed earlier.
Manager/Supervisor Evaluations
The manager and/or supervisor evaluation has been the traditional approach to evaluating an employee’s performance. In most instances, supervisors are in the best position to perform this function, although it may not always be possible for them to do so. Managers with many subordinates often complain that they do not have the time to fully observe the performance of each of them. These managers must then rely on performance records to evaluate an employee’s performance. If reliable and valid measures are not available, the evaluation is likely to be less than accurate as a result. (Recall our earlier discussion of criterion deficiency and criterion contamination.) In addition, research has shown that the ratings managers give employees they have known for less than one year are less reliable, which can be a drawback of relying solely on information from managers.
Self-Evaluations
In many firms, employees are asked to evaluate themselves on self-evaluation forms. A self-evaluation can increase an employee’s involvement in the review process and get the employee thinking about his or her strengths and weaknesses. In other words, they serve as a catalyst for discussion. The employee and his or her manager then discuss the employee’s job performance and agree on a final evaluation.
It’s not uncommon for employees to present themselves in a highly favorable light in self-evaluations or believe they will have more influence over the outcome of a performance evaluation. If that expectation is not met, the employee can become frustrated. For this reason, self-evaluations are often best used for developmental purposes rather than for administrative decisions.
Subordinate Evaluations
Subordinate evaluations have been used by both large and small organizations to give managers feedback on how their subordinates view them. Subordinates are in a good position to evaluate their managers because they are in frequent contact with their superiors and occupy a unique position from which to observe many performance-related behaviors, such as their leadership ability, ability to delegate, employee supportiveness, and so on. Managers are often hesitant to be evaluated by the people they supervise, particularly w.
Performance appraisal survey
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Supervisor performance appraisal
In this file, you can ref useful information about supervisor performance appraisal such as supervisor performance appraisal methods, supervisor performance appraisal tips, supervisor performance appraisal forms, supervisor performance appraisal phrases … If you need more assistant for supervisor performance appraisal, please leave your comment at the end of file.
Performance appraisal (HRM)BBA 3rd sem
The document discusses performance appraisals, which are systematic assessments of an employee's job performance and strengths/weaknesses. Performance appraisals have multiple purposes, including determining promotions, pay raises, training needs, and legal compliance. They involve establishing job expectations, designing an appraisal program, assessing performance through methods like rankings, checklists, and management by objectives, conducting performance reviews, and using the data for HR decisions. The goal is to provide feedback to employees and information to organizations about employee performance.
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Performance Appraisal and Human Resource development
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performance appraisal
- 1. Problems and ethics in performance appraisal Submitted by, S.Krithika.
- 3. definition According to Newstrom, ” It is a process of evaluating the performance of employees, sharing that information with them and searching for ways to improve their performance”.
- 4. Process of performance appraisal Setting performance standards Communicating standards Measuring standards Comparing standards Discussing results Taking corrective standards
- 5. Problems in performance appraisal
- 6. problems 1. The halo effect: The halo effect is introduced when an overall impression of an individual is judged on the basis of a single trait.
- 7. 2. Constant error: This error is a reflection on the trait of the rater. Some raters are, by nature, too liberal, others too strict and some tend towards rating most people in the middle.
- 8. 3. Recency of events: There is a tendency of many evaluators to give much more weight to the recent behaviour of the candidate than the past behaviour.
- 9. 4. The central tendency: It is the most commonly found error. It is the tendency of most raters to give average ratings to all or the center of the scale.
- 10. 5. Errors of variable standards: It is quite possible that organisations follow different standards of performance. Some divisional heads may require much higher quality of performance than others.
- 11. 6. Other miscellaneous biases: There may be some built - in biases in the minds of the rater, based upon his own perception of things, people and performances. Eg: A person may be rated higher because he is a 'nice' person or because of his seniority.
- 13. Dictionary meaning moral principles that govern a person‘s behaviour.
- 14. Ethics involved in performance appraisal Rewards, punishments and threats These should be used in a positive way. If they are negatively used, it can affect the morale of the employee. An appraiser should not be able to reward an employee that he/she likes more than another, when the other is more qualified.
- 15. Reliability and validity The appraiser should provide consistent, reliable, and valid information. Standardization The performance appraisal process, forms, administration techniques, and ratings should be standardized so it affects all employees of the group. For example, if they provide one form or rating system for one employee, they must provide the same for another. Confidentiality The feedback that the appraiser provides should be confidential. Leaking it to unnecessary employees is unethical
- 16. advantages Provide a record of performance over a period of time. Provide an opportunity for a manager to meet and discuss performance. Provide the employee with feedback about their performance. Provide an opportunity for an employee to discuss issues and to clarify it. Can be motivational with the support of a good reward and compensation.
- 17. disadvantage If not done appropriately, can be a negative experience. Very time consuming especially for managers. Subject to rater errors and biases. If not done right can be a complete waste of time. Can be stressful for all involved.