![Performance management is a systematic process that entails
planning work, setting expectations, monitoring outcomes,
developing capability, rating performance, and rewarding
achievement (U.S. Office of Personnel Management, 2012).
Developing clear, measurable, fair, and challenging standards is
required if a performance appraisal is to be the basis for
employee retention, development, promotion, and compensation
in an organization. Performance appraisal processes must be
developed, implemented, and monitored in such a manner that
promotes accurate, standardized, and appropriate execution.
Consequently, it is essential to understand how to properly
design these systems to ensure effective use.
For this Assignment, review this week’s media. Consider how
you might develop a standardized performance appraisal process
to evaluate the three job types presented in the media.
Develop a performance appraisal process for Greenway Inc.
consisting of three types of jobs (manufacturing, sales,
executive).
In your Assignment, you should do the following:
· Characterize the appraisal’s elements.
· Explain how the appraisal mechanism is tied to a job analysis.
· Identify the number of performance levels, and explain how
the number of levels was determined.
· Explain how the system would be standardized and validated.
· Provide an APA reference list and use appropriate APA
citations throughout.
Submit 5-page performance appraisal process.
Review:
· Laureate Education, Inc. (Executive Producer). (2013e).
Testing applicants. [Interactive media]. Baltimore, MD: Author.
Link http://mym.cdn.laureate-
media.com/2dett4d/Walden/PSYC/8576/01/mm/greenway/index
4.html](https://image.slidesharecdn.com/performancemanagementisasystematicprocessthatentailsplanni-221109054109-9a7a8ffd/85/Performance-management-is-a-systematic-process-that-entails-planni-docx-1-320.jpg)
Performance management is a systematic process that entails planni.docx
- 1. Performance management is a systematic process that entails planning work, setting expectations, monitoring outcomes, developing capability, rating performance, and rewarding achievement (U.S. Office of Personnel Management, 2012). Developing clear, measurable, fair, and challenging standards is required if a performance appraisal is to be the basis for employee retention, development, promotion, and compensation in an organization. Performance appraisal processes must be developed, implemented, and monitored in such a manner that promotes accurate, standardized, and appropriate execution. Consequently, it is essential to understand how to properly design these systems to ensure effective use. For this Assignment, review this week’s media. Consider how you might develop a standardized performance appraisal process to evaluate the three job types presented in the media. Develop a performance appraisal process for Greenway Inc. consisting of three types of jobs (manufacturing, sales, executive). In your Assignment, you should do the following: · Characterize the appraisal’s elements. · Explain how the appraisal mechanism is tied to a job analysis. · Identify the number of performance levels, and explain how the number of levels was determined. · Explain how the system would be standardized and validated. · Provide an APA reference list and use appropriate APA citations throughout. Submit 5-page performance appraisal process. Review: · Laureate Education, Inc. (Executive Producer). (2013e). Testing applicants. [Interactive media]. Baltimore, MD: Author. Link http://mym.cdn.laureate- media.com/2dett4d/Walden/PSYC/8576/01/mm/greenway/index 4.html
- 2. References (at least 4 peer reviewed scholarly, APA)Readings · Fletcher, C. (2001). Performance appraisal and management: The developing research agenda. Journal of Occupational and Organizational Psychology, 74(November 2001), 473–487. Retrieved from the Walden Library databases. · Greguras, G. J., Robie, C., Born, M. P., & Koenigs, R. J. (2007). A social relations analysis of team performance ratings. International Journal of Selection and Assessment, 15(4), 434– 448. Retrieved from the Walden Library databases. · Levy, P. E., & Williams, J. R. (2004). The social context of performance appraisal: A review and framework for the future. Journal of Management, 30(6), 881–905. Retrieved from the Walden Library databases. · Mersman, J. L., & Donaldson, S. I. (2000). Factors affecting the convergence of self-peer ratings on contextual and task performance. Human Performance, 13(3), 299–322. Retrieved from the Walden Library databases. · Pulakos, E. D. (2007). Performance measurement. In D. L. Whetzel & G. R. Wheaton (Eds.), Applied measurement: Industrial psychology in human resources management (pp. 293–317). Malwah, NJ: Lawrence Erlbaum Associates. · Scott, S. G., & Einstein, W. O. (2001). Strategic performance appraisal in team-based organizations. Academy of Management Executive, 15(2), 107–116. Retrieved from the Walden Library databases.Media