Data1. From the Table below prepare the following Financial Statements:and provide a descripition of the uses of each.A. Income StatementB. Balance Sheet2Explain the purpose of the Statement of Cash Flowand explain the three sections, give 2 examples of data whichappears in each section.FY 2017FY 2016Cash$4,000,000$3,700,000Short Term Investments$2,500,000$2,500,000Accounts Receivable$18,500,000$17,000,000Long Term Investments$12,500,000$10,000,000Property, Plant & Equipment (Net)$25,000,000$23,000,000Other Assets$1,500,000$1,250,000$57,450,000Current Portion of Long Term Debt$2,500,000$2,000,000Accounts Payable$4,500,000$4,000,000Long Term Debt$12,500,000$11,500,000Other Liabilities$2,000,000$1,500,000Unrestricted Net Asdets$30,000,000$28,000,000Temporily Restricted Assets$5,000,000$3,000,000Premenently Restricted Assets$7,500,000$7,500,000$57,500,000$64,000,000Net Patient Revenue (Before Bad Debt)$90,000,000$86,000,000Other Operating Revenue$2,000,000$2,000,000Salaries and Wages$45,000,000$44,000,000Benefits$9,000,000$8,500,000Supply Expenses12,500,00012,000,000Depreciation Expense$6,500,000$6,000,000Interest Expense$2,000,000$1,800,000Bad Debt$6,000,000$5,300,000General Expenses$5,000,000$4,500,000Insurance Expenses$1,500,000$1,250,000$371,500,000$286,300,000 Sheet21. From the Table below prepare the following Financial Statements:and provide a descripition of the uses of each.A. Income StatementB. Balance Sheet2Explain the purpose of the Statement of Cash Flowand explain the three sections, give 2 examples of data whichappears in each section.FY 2017FY 2016Cash$4,000,000$3,700,000Short Term Investments$2,500,000$2,500,000Accounts Receivable$18,500,000$17,000,000Long Term Investments$12,500,000$10,000,000Property, Plant & Equipment (Net)$25,000,000$23,000,000Other Assets$1,500,000$1,300,000Current Portion of Long Term Debt$2,500,000$2,000,000Accounts Payable$4,500,000$4,000,000Long Term Debt$12,500,000$11,500,000Other Liabilities$2,000,000$1,500,000Unrestricted Net Assets$30,000,000$28,000,000Temporily Restricted Assets$5,000,000$3,000,000Premenently Restricted Assets$7,500,000$7,500,000Net Patient Revenue (Before Bad Debt)$90,000,000$86,000,000Other Operating Revenue$2,000,000$2,000,000Salaries and Wages$45,000,000$44,000,000Benefits$9,000,000$8,500,000Supply Expenses12,500,00012,000,000Depreciation Expense$6,500,000$6,000,000Interest Expense$2,000,000$1,800,000Bad Debt$6,000,000$5,300,000General Expenses$5,000,000$4,500,000Insurance Expenses$1,500,000$1,250,000$307,500,000$286,350,000 Income StatementIncome StatementOperating Revenue and other supportsFY 2017FY 2016 Balance SheetBalance SheetFY 2017FY 2016 Cash Flow Statement 1 Running Head: OPTIMIZING EMPLOYEE PERFORMANCE Olena Spears HRMT300-1803B Professor Washington 6 Sept 2018 Introduction · One of the key aspects of business success is the employees’ performance. This means that when a business aims at optimizing the performance of the employees most probably the b.

1. Data1. From the Table below prepare the following Financial
Statements:and provide a descripition of the uses of each.A.
Income StatementB. Balance Sheet2Explain the purpose of the
Statement of Cash Flowand explain the three sections, give 2
examples of data whichappears in each section.FY 2017FY
2016Cash$4,000,000$3,700,000Short Term
Investments$2,500,000$2,500,000Accounts
Receivable$18,500,000$17,000,000Long Term
Investments$12,500,000$10,000,000Property, Plant &
Equipment (Net)$25,000,000$23,000,000Other
Assets$1,500,000$1,250,000$57,450,000Current Portion of
Long Term Debt$2,500,000$2,000,000Accounts
Payable$4,500,000$4,000,000Long Term
Debt$12,500,000$11,500,000Other
Liabilities$2,000,000$1,500,000Unrestricted Net
Asdets$30,000,000$28,000,000Temporily Restricted
Assets$5,000,000$3,000,000Premenently Restricted
Assets$7,500,000$7,500,000$57,500,000$64,000,000Net Patient
Revenue (Before Bad Debt)$90,000,000$86,000,000Other
Operating Revenue$2,000,000$2,000,000Salaries and
Wages$45,000,000$44,000,000Benefits$9,000,000$8,500,000Su
pply Expenses12,500,00012,000,000Depreciation
Expense$6,500,000$6,000,000Interest
Expense$2,000,000$1,800,000Bad
Debt$6,000,000$5,300,000General
Expenses$5,000,000$4,500,000Insurance
Expenses$1,500,000$1,250,000$371,500,000$286,300,000
Sheet21. From the Table below prepare the following Financial
Statements:and provide a descripition of the uses of each.A.
Income StatementB. Balance Sheet2Explain the purpose of the
Statement of Cash Flowand explain the three sections, give 2
examples of data whichappears in each section.FY 2017FY
2016Cash$4,000,000$3,700,000Short Term
Investments$2,500,000$2,500,000Accounts

2. Receivable$18,500,000$17,000,000Long Term
Investments$12,500,000$10,000,000Property, Plant &
Equipment (Net)$25,000,000$23,000,000Other
Assets$1,500,000$1,300,000Current Portion of Long Term
Debt$2,500,000$2,000,000Accounts
Payable$4,500,000$4,000,000Long Term
Debt$12,500,000$11,500,000Other
Liabilities$2,000,000$1,500,000Unrestricted Net
Assets$30,000,000$28,000,000Temporily Restricted
Assets$5,000,000$3,000,000Premenently Restricted
Assets$7,500,000$7,500,000Net Patient Revenue (Before Bad
Debt)$90,000,000$86,000,000Other Operating
Revenue$2,000,000$2,000,000Salaries and
Wages$45,000,000$44,000,000Benefits$9,000,000$8,500,000Su
pply Expenses12,500,00012,000,000Depreciation
Expense$6,500,000$6,000,000Interest
Expense$2,000,000$1,800,000Bad
Debt$6,000,000$5,300,000General
Expenses$5,000,000$4,500,000Insurance
Expenses$1,500,000$1,250,000$307,500,000$286,350,000
Income StatementIncome StatementOperating Revenue and
other supportsFY 2017FY 2016
Balance SheetBalance SheetFY 2017FY 2016
Cash Flow Statement
1
Running Head: OPTIMIZING EMPLOYEE PERFORMANCE
Olena Spears
HRMT300-1803B
Professor Washington

3. 6 Sept 2018
Introduction
· One of the key aspects of business success is the employees’
performance. This means that when a business aims at
optimizing the performance of the employees most probably the
best results which are achieving its objectives will be reached.
· Optimization also works to increase the profitability of the
overall business. Any type of improvement especially that of
employees demands for other actions which are aids to it (Brad,
2015), they include ;
· Documentation, training and prior communication to
employees. Putting some considerations in hiring which is the
first step to any job. From this point the firm employing
workers have to come out clearly on some issues which are part
of its responsibilities.
· The responsibilities at times include providing and offering
the employee with training facilities and training services
throughout his or her employment life with the form (Tom,
2011).
· Performance appraisal is one of the main methods of
optimizing performance of the employees in an organisation.
Performance appraisal can be referred using simple terms as an
investigation conducted to check on whether employees are
performing their duties according to the set standards. The aim
of performance appraisal is a working technique that seeks to
improve the productivity of workers by not indulging in total
supervision of them (Stephanie, 2013).

4. There are key aspects that must be carried out for an
organisation to optimize its performance appraisal. They
include;
· Keeping performance journals, these are the documents that
are filled by the workers and their managers as well which
simplify the process of working review.
· The organisation must undertake the role of setting short term
goals and monitor the progress continuously. This will help
reduce the time taken for appraisal and thus employees will be
motivated continuously hence improving their performance.
· Lastly the organisation must be ready and set to use software
so as to closely monitor the process. This includes using
computers and electronic performance appraisal which is
convenient and efficient (Kevin, 2013).
References
Brad Feuerman (2015), Employee Engagement, pp.456-457
Kevin Murphy (2014), Understanding Performance Appraisal,
pp. 345-346
Stephanie Lister (2013), Performance Appraisal, pp. 123-127
Tom Coens (2011), Employees Performance Appraisals, pp.
225-227

5. Running head; PERFORMANCE APPRAISAL SYSTEM 1
PERFORMANCE APPRAISAL SYSTEM 2
Olena Spears
Performance Appraisal System
HRMT300 - 1803
Profressor Washington
18 Aug 2018
Performance Appraisal System
Performance appraisal is the form of evaluation associated with
the judgment of the rater regarding the effectiveness of an
employees performance in a job. The performance measure in
this can be subjective or objective. An objective measure may
involve the number of dollars sold and the produced units or
secured contracts. A subjective measure may be a qualitative

6. judgment of a creative work of products and supervisors or even
ratings from peers for general job performance (Boipono, et al,
2014). The ultimate goal of a performance appraisal system is to
increase the effectiveness of job performance by employees.
Therefore it is important for any company to develop the system
to improve performance.
A performance appraisal system is made up of job performance
and disciplinary reviews or in some instances training and
employee development measures. The system has several
purposes including evaluating how efficient an employee
executes the prescribed job duties and responsibilities as well as
measuring the abilities in related soft skills like leadership and
supervisory abilities, managing the relations at the workplace
and also skills in conflict resolution. The performance appraisal
system can as well measure productivity, specifically in the
manufacturing field where quantitative measurements are vital
for the success of the business. One of the greatest complaints
from workers in a company is lack of communication which can
be resolved through the development of a performance appraisal
system by boosting communication between the staff and the
leadership by promoting feedback and dialogue.
In an organization, any performance system comprises of
certain components including performance planning which is
the basis of performance appraisals. Other components include
performance appraisal and reviewing, feedback about the
performance which is usually followed by individual counseling
and performance, rewarding the best performances, the
improvement plans and finally potential appraisals which forms
the foundation for both lateral and vertical movements of the
workers (Aggarwal, & Thakur, 2013).
According to Adams & Evans (2004) accountability aims at
making better utilization of developing standards for the
purpose of just reporting general performance. The main
intention of accountability is providing support to companies
and their relevant stakeholder towards the delivery of various

7. dimensions of responsibilities like environment, social and
economic while undertaking several functions. In a company,
accountability interacts with the transparency principles along
with the incorporation that establishes general performance by
upholding various ethical values and adhering to relevant norms
as per the set guidelines. Through accountability, certain
important activities can be undertaken that ultimately helps in
improving the overall performance. Where accountability is
used, activities like effective decisions and taking significant
and also immediate actions and others can be made, which is a
primary determinant of improving the general performance.
Managers and employees always ask why their various
organizations conduct employee performance appraisal. Any
person who has been on the receiving end of the system may
have their reasons as to why they perceive the system as
ineffective and a total waste of time. Employees tend to feel
unfairly assessed and managers usually undergo through a
compelled annual process to comply with the expectations of
the job. It, therefore, does not make it easy for either party.
Nonetheless, the performance appraisal system has its
advantages and disadvantages. Among its advantages is that the
process develops a structure where an employee can discuss
his/her performance with the manager (Solmon, & Podgursky,
2000). it usually causes the necessary difficult conversations to
happen. It also provides a structure through which one can think
and plan for the next year as well as developing employee
goals. It also makes clear the expectations of every employee.
On the other hand, the system creates a negative experience if it
is not done as per the guidelines. The system is time-consuming
and can as well be overwhelming to the managers. The process
is usually biased. Human evaluations are subject to natural
biases that lead to errors by the rater. The primary advantage of
a performance appraisal system in a matrix organization is that
the statistics used can as well as be used to evaluate the success
of the company's recruitment and also the induction process.
The employees will also feel motivated if they are supported by

8. a system that is merit-based.
References
Adams, C. A. & Evans, R. (2004). Accountability,
completeness, credibility and the audit expectations gap.
Greenleaf Publishing, 97-115.
Aggarwal, A., & Thakur, G. S. M. (2013). Techniques of
performance appraisal-a review. International Journal of
Engineering and Advanced Technology (IJEAT), 2(3), 617-621.
Boipono, M., Tsomele, T. G. & Mogadime, R. (2014).
Implementation of Performance Management System (PMS)
In Schools: Success Factors. International Journal of Research
in Applied, Natural and Social Sciences, 2(5), 189-194.
Solmon, L. C., & Podgursky, M. (2000). The Pros and Cons of
Performance-Based Compensation.

9. Running Head: APPRAISAL FEEDBACK
1
APPRAISAL FEEDBACK
3
Olena Spears
HRMT300-1803B
Professor Washington
5 Sept 2018
The Appraisal Feedback Process
1) Discuss what differentiates "good feedback practices" from
"bad feedback practices."
Performance appraisal is identified as the systematic evaluation
regarding the performance involving an employee as well as to
comprehend the capabilities of an individual for further
development. There are two types of feedback practices which
are good along with bad feedback practices. An important
aspect of a manager’s task is delivery of feedback to employees.
Feedback is essential as it assists in improvement of

10. performance as well as ensuring standards are accomplished.
Good feedback practices are timely as well as meaningful.
Moreover, they are specific that is they are direct to the
intended point and they are sincere. On the other side bad
feedback practices entail dishonesty by lying to an employee
like giving them positive feedbacks on tasks that they have done
inappropriately. Moreover, they do not address various issues
that arise not until the negative habits have developed.
Nonetheless, they do not directly and adequately address the
specific job regarding the employee or the manner in which the
individual is performing the task. Unlike good feedback
practices whereby a manger rewards an employee by
appreciating, a bad feedback practice usually reprimands all
time thus affecting the morale of the employee (Hart, 2011).
2)Evaluate the impact that these different types of feedback
practices may have on employees at Matrix.
Good and bad feedback practices both have impacts. Bad
feedback practices usually lower the self-esteem as well as the
morale of an employee and thus lead to poor production. It is
therefore evident that bad feedback associated practices possess
negative impacts on the aspect of job performance, although it
does not have any impact on work-life associated conflicts. On
the other hand, good positive feedbacks usually have a weak
positive impact on work-life associated conflicts, however, it
does not have any significant impact on job performance. The
direction regarding effects shows some contrasts regarding the
two feedback concerned practices. It is evident that good
feedback associated practices usually have positive effects
while bad feedback practices usually have negative impacts on
the aspect of employee motivation. Both will make the
employee be reactive to performance but differently. It is
because employees are usually interested in carrying out tasks
which make a difference. Feedback variables are considered
essential aspects in employee motivation (Brookhart, 2017).
Good feedback practices make the employee want to change for
the better in order to increase his competitive advantage while

11. for bad feedback practices, employees tend to become rebellious
to change as their interest in the task is lowered and they lack
the necessary motivation. It is because the mode of
communication is done inappropriately.
References
Top of Form
Brookhart, S. M. (2017). How to give effective feedback to your
students.
Top of Form
Hart, E. W. (2011). Feedback in performance reviews.
Bottom of Form
Bottom of Form
PERFOMANCE APPRAISAL
TYPES OF PERFOMANCE APPRAISAL
PERFOMANCE APPRAISAL
INTRODUCTION
Performance appraisal is based on two fundamental things
Coming up with a system that will measure the contribution of
each individual to the organization
Coming up with an evaluation system that will add
advancement to the operations of the organization
The science of performance appraisal is directed toward two
fundamental goals: to create a measure that accurately assesses
the level of an individual's job performance and to create an
evaluation system that will advance one or more operational
functions in an organization. Although all performance

12. appraisal systems encompass both goals, they are reflected
differently in two major research orientations, one that grows
out of the measurement tradition, the other from human
resources management and other fields that focus on the
organizational purposes of performance appraisal. Within the
measurement tradition, emanating from psychometrics and
testing, researchers have worked and continue to work on the
premise that accurate measurement is a precondition for
understanding and accurate evaluation. Psychologists have
striven to develop definitive measures of job performance, on
the theory that accurate job analysis and measurement
instruments would provide both employer and employee with a
better understanding of what is expected and a knowledge of
whether the employee's performance has been effective.
2
TYPES OF PERFOMANCE APPRAISALS
Rating Scales
360 degree feedback
Performing self assessment
Management by the Objectives
Using behavioral approach
A rating scale takes certain behaviors, goals and traits and
scores them on a scale. Every employee or team member is
graded by the same standards giving insights about key team
players not just individuals. You might not want to waste time
on self-assessments if you buy into the false notion that
everyone will rate themselves with high scores. Employees are
very aware of where they excel and where they struggle. Getting
a self-assessment gives you an insight to their thinking . This
assessment style is more time consuming than other assessment
methods, because it requires feedback from everyone an
employee works with. The 360-degree feedback method looks at
performance by gaining reviews from managers, co-workers,

13. subordinates and other metrics conducted by sales data or
customer feedback. his method of performance appraisal is
common among sales staff but isn't limited to that department.
MOB reviews performance based on how well the employee
meets his goals. Goals could include sales numbers, deadline
meetings or new certifications
3
Measurement by behavioral approach
It consists of the vertical scales
Is made up of the behaviorally anchored rating scale
There is also the behaviorally observation scale.
Behavioral approach is the most commonly adopted approach
and comprises of vertical scales which are based on certain
parameters. Organizations use following techniques to measure
employee performance:
Behaviorally Anchored Rating Scale (BARS)
Behavioral Observation Scale (BOS)
The BARS technique contains five to ten scales which are based
on parameters that are mutually agreed upon by the employees.
The BOS technique on the other hand is an improved version of
the BARS technique and has its own advantages vis a vis the
latter. This technique provides more specific data on employee
performance, thus resulting in a better measure of his or her
performance
4
STEPS FOR THE DIFFERENT TYPES OF APPRAISALS
Establish the standards of the performance
Communication with the employee

14. Measuring the employee performance
Comparing to all the employee metrics
Employee feedback
Action plan development
Performance standards are not arbitrary. These standards are
necessary with each job position, because the performance
standards are used to fulfill the mission and vision of the
company. Establishing performance standards isn't enough.
Business leadership must clearly communicate these standards
to employees. Clearly defined standards are easy to measure.
Leaders track and regularly review how employees are
performing. Employers usually set performance standards, based
on experience and industry data. Every business and its
employees are unique. Performance appraisals must be reviewed
with employees to be effective. Sit down with each employee to
review the standard expectations and provide feedback about
what has been done well and what areas need improvement. Set
an action plan for future performance appraisals. Build bigger
goals around areas of employee success and provide specific
plans of action where improvement is needed.
5
SIMILARITIES AND DIFFERENCES
Similarities
They can be numerically expressed
They all involve setting goals and objectives
Differences
Some types are complex and take long time to be accomplished
Massive resources might be needed in types as compared to
others
Rating scales are usually numerically based, for example using

15. a scale of one to five with five being the best possible
performance. It is also possible that rating scales simply rate
things as "poor, standard, and excellent," or even as simple as
"acceptable or unacceptable."As part of the self-assessment, ask
employees to set their own goals for the next month or quarter.
This helps managers get buy-in regarding goals from employees
and also see what employee motivation is for bigger success.
6
References
Lee, C. (1985). Increasing performance appraisal effectiveness:
Matching task types, appraisal process, and rater training.
Academy of management review, 10(2), 322-331.
Banks, C. G., & Murphy, K. R. (1985). Toward narrowing the
research‐practice gap in performance appraisal. Personnel
Psychology, 38(2), 335-345.
Beer, M. (1981). Performance appraisal: Dilemmas and
possibilities. Organizational Dynamics, 9(3), 24-36.
Scott, S. G., & Einstein, W. O. (2001). Strategic performance
appraisal in team-based organizations: One size does not fit all.
Academy of Management Perspectives, 15(2), 107-116.
7
Running Head: HRMT300 – U1db2
1
HRMT300 – U1db2
2

16. Olena Spears
HRMT300 – 1803B
Unit 1 DB 2
Professor Washington
16 Aug 2018
Performance appraisal
Performance appraisal is a reassess of the workers job
performance and their general contribution in the firm that is
done regularly. Employee appraisal is one of the vital
communication tools in an organization. The performance
evaluations need to be done systematically. They are beneficial
to the employees and employers. During employee appraisals,
the supervisors present comments; they identify excellence in
job performance and lay down the prospects of occupation
performance in the future. The performance evaluation process
is the time that supervisors have open talks concerning the
lacking performance and how they can improve the
performance. The performance evaluations help in preventing
future problems in a firm (Mayne, 2017).
The performance evaluation procedures encourage employees to
perform and behave in a positive manner in the company. They
satisfy the curiosity of the employees regarding their
performance in their area of work. The evaluation process helps
the staff to improve their performance in their jobs and offer an

17. opportunity for them to be rewarded or recognized for a well
done job. For instance, the performance appraisals in the Matrix
International Corporation are very important. They will improve
the performance of the employees as they are focused on being
rewarded and being recognized. This will increase the value
contribution of the employees to the firm. The goals of the
evaluation process are: to improve the productivity of the firm,
to formulate informed human resources conclusions concerning
changes of the jobs, terminations and job promotions, to
recognize the ambitions and duties of the occupation as well as
to assess the goals of the employees against their job
performance (Lee & Steers, 2017).
If the Matrix International Corporation creates an attempt to set
up the evaluation procedure as a discussion in which the
definitive function is to better every employee, in that case all
these objectives will be recognized easily. The performance
appraisals can improve the performance of the employees if
they are tied with reward decisions. Therefore the Matrix
International Corporation should use the performance evaluation
processes to reward their employees. This will improve the
performance of the employees which will as a result improve
the performance of the company (Pichler, 2016).
Accurate job descriptions and job analyses are very important in
the process of the performance appraisals. They provide a basis
for understanding the job content between the employee and the
employer. They are the foundation for an efficient employee
appraisal as well as correction action notice. Accurate job
descriptions will help the employees now what is expected of
them when they are being reviewed. Job analyses and
descriptions enable the employers to provide valid reasons when
terminating an employee (Folger & Konovsky, 2016).

18. References
Mayne, J. W. (2017). Monitoring performance in the public
sector: Future directions from international experience.
Routledge.
Lee, T. W., & Steers, R. M. (2017) Facilitating effective
performance appraisals: The role of employee commitment and
organizational climate. In Performance measurement and
theory (pp. 75-93). Routledge.
Pichler, S. (2016). The social context of performance appraisal
and appraisal reactions: A meta‐analysis. Human Resource
Management, 51(5), 709-732.
Folger, R., & Konovsky, M. A. (2016). Effects of procedural
and distributive justice on reactions to pay raise decisions.
Academy of Management journal, 32(1), 115-130.
Running Head: PERFORMANCE APPRAISAL SYSTEMS 1
PERFORMANCE APPRAISAL SYSTEMS 5
PERFORMANCE APPRAISAL SYSTEMS
Olena Spears
Hrmt300-1803B
Professor Washington

19. 29 Aug 2018
Performance appraisal systems
Performance appraisal refers to the evaluation of the workers
performance by the management and providing feedback so as
to come up with more improved activities in an establishment.
Difference between formal and informal performance appraisal
systems
A formal performance appraisal takes place within a specific
time schedule while an informal performance appraisal takes
place upon need such as on instances when the management
feels the need for communication (Landy.et.al, 2017). Unlike
the informal performance appraisal system, the formal
performance appraisal system is regarded as the best system.
Though informal performance appraisal system is more useful in
providing frequent feedback on employee performance, the
system should not supersede the formal system of performance
appraisal.
Pros and cons of formal performance appraisal system.
Pros
· It gives a more stable understanding of the employees in their
daily tasks.
· It enables the managerial bogy within the establishment in
association with the employees to come up with goals and
objectives that should be achieved within a specified timeframe.
Cons
· The management may often feel guilty of evaluating their
employees’ performance on a basis of their personalities instead
of their accomplishments.
· The employees may perceive the management as
condemnatory and biased.

20. Pros and cons of informal performance appraisal system.
Pros
· It provides more frequent and continuous performance
feedback.
· This system is perceived to create an instruction organization
technique instead of a commanding or forcible one which makes
many supporters believe that it is a better than the formal
performance appraisal system (Bednall.et.al, 2014)
Cons
· Frequent tally-based performance appraisals are mostly
dispiriting to some employees.
· It could be difficult to carry out the performance evaluation on
employees very frequently.
Benefits of combining components of a formal and informal
performance appraisal system.
· Carrying out formal performance appraisals frequently is key
to effective documentation of salary actions.
· Combining components from both performance appraisal
systems provide a more effective system through which
employee performance is well monitored.
· Employees get motivated when the performance appraisal
system is both formal and informal. This is because the system
is able to identify and reward the exceptional employees.
· It also promotes need for training. The performance appraisal
helps in identification of the workers that need to be trained
more.
· Moreover, such a performance appraisal system reduces the
risk of particular employees from getting fired since the
management is able to pinpoint some strengths in their skills
that could benefit the establishment (Deepa.et.al, 2014).
· Judging and rewarding outstanding employees after carrying
out this kind of a performance appraisal greatly impacts the
establishment in that the employees tend to develop more as far
as their skills and abilities are concerned.
In this way, I believe that combining components from both the
formal and informal performance appraisal system is a good

21. idea when incorporated in an establishment.
References
Bednall, T. C., Sanders, K., & Runhaar, P. (2014). Stimulating
informal learning activities through perceptions of performance
appraisal quality and human resource management system
strength: A two-wave study. Academy of Management Learning
& Education, 13(1), 45-61.
Deepa, E., Palaniswamy, R., & Kuppusamy, S. (2014). Effect
of performance appraisal system in organizational commitment,
job satisfaction and productivity. Journal of Contemporary
Management Research, 8(1), 72.
Landy, F., Zedeck, S., & Cleveland, J. (2017). Performance
measurement and theory. Routledge.
1
Running Head: PERFORMANCE APPRAISAL
Olena Spears
HRMT300-1803B
Professor Washington
6 Sept 2018

22. Introduction
One of the key aspects of business success is the employees’
performance. This means that when a business aims at
optimizing the performance of the employees most probably the
best results which are achieving its objectives will be reached.
Optimization also works to increase the profitability of the
overall business. Any type of improvement especially that of
employees demands for other actions which are aids to it.
They include documentation, training and prior
communication to employees. Putting some considerations in
hiring which is the first step to any job. From this point the firm
employing workers have to come out clearly on some issues
which are part of its responsibilities. The responsibilities at
times include providing and offering the employee with training
facilities and training services throughout his or her
employment life with the form (Abraham, 2014)
Performance appraisal is one of the main methods of
optimizing performance of the employees in an organisation.
Performance appraisal can be referred using simple terms as an
investigation conducted to check on whether employees are
performing their duties according to the set standards. The aim
of performance appraisal is a working technique that seeks to
improve the productivity of workers by not indulging in total
supervision of them (Angelo, 2012).
Training remains critical while executing any performance
appraisal as it aims at improving the performance of employees.
This will in turn improve the workability of the
employees and as time progresses the overall profitability of the
form will be improved or there will be an increase in profit
margin of the organisation. Training aims at improving the
skills of the workforce which in turn brings efficiency in the
work being done. Thus, this makes training to be one of the
most important aspects of appraisal as it directly affects the
organisation positively.
Training has the biggest value to both the efficiency of the

23. organisation and the wellbeing of the workers. Training
improves the current skills with the workers which mean there
will be an improvement in the performance of workers. Training
to employees thus translates to increased efficiency among
workers. This will in turn attract an increment in the total
output of the organisation. Training will also impact the lives of
employees positively as it will help them attract good pay due
to their improved skills thus have a positive change towards
their lives through improvement of living standards (George,
2010)
With the Matrix organisation training should conducted
starting with the supervisors. This is so because they will be
able to pass their skills to junior workers and by the end of the
process there will be a positive impact on performance.
Supervisors are the ones who regulate the output of the firm and
thus they should be properly skilled so that they can be in a
position to mobilise the other workers working in the
production unit.
There are different types of training which are based on
different working units and the nature of the organisation. For a
manufacturing organisation the supervisors should be trained on
how to mobilise workers with an aim to increase production.
There is training for the managers of the firm including the
human resource managers on how to handle the assets of
organisation properly (Anne, 2013).
The Matrix organisation with the aid of other business partners
should take part in the provision of training to employees. It is
the mandate of any organisation to provide training facilities
and services to its workers during their working tenure. This
will help in the improvement of its efficiency. It is part of the
working agreement that the organisation should take their
employees to the training where necessary.
Effective training to workers will help them appreciate each
other`s role and thus they will be in a position to respect their

24. colleagues’ efforts in the place of work. Training will also
increase knowledge and efficiency to workers thus eliminating
the bias that is associated with properly trained workers upon
their untrained fellows, everyone will have something to present
to their colleagues at the place of work (Abraham, 2014).
References
Abraham Akampurira (2014), Performance Appraisal, pp. 167-
169
Anne Bogardus (2013), Human Resource Management, pp.256-
258
Angelo Denisi (2012), A cognitive Approach to Performance,
pp. 387-399
George Bohlander (2010), Managing Human Resources, pp.
390-393
9/9/2018 Week 3 - Assignment: Prepare and Describe the Three
Major Financial Statements - Submit Assignment - DHA-7001:
Healthcare Financial Management and Ec…
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25. Hide Rubrics
Rubric Name: Common Grading Rubric (10 points)
Criteria
Unacceptable
0 points
Needs Improvement
1.5 points
Meets
1.7 points
Exceeds
2 points
Content/Quality
Cri�cal Thinking
Grammar and
Mechanics
APA Forma�ng
References/Support
No evidence
of knowledge
and

26. understanding
of assignment
content.
Li�le evidence of
knowledge and
understanding of
assignment
content.
Some
evidence of
knowledge
and
understanding
of assignment
content.
Strong
evidence of
knowledge
and
understanding
of assignment
content.
No evidence
of analysis of
assignment
content.
Li�le evidence of
analysis of
assignment
content.

27. Some
evidence of
analysis of
assignment
content.
Thorough
analysis of
assignment
concept.
Numerous
misspelled
words and
gramma�cal
errors.
Frequently
misspells words
and/or makes
consistent
gramma�cal
errors.
Occasionally
misspells
words and/or
some
gramma�cal
errors.
No or very
few
misspelled
words and/or
no or very

28. few
gramma�cal
errors.
Not used. Used; numerous
forma�ng issues.
Used; minor
forma�ng
issues.
Used; no
forma�ng
issues.
Sources not
scholarly or
peer‐
reviewed;
Most sources are
not scholarly or
peer‐reviewed;
meets minimum
Most sources
are scholarly
or peer‐
reviewed;
Sources are
scholarly and
peer‐
reviewed;
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