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Change approaches & management tools SeCtion tWo
Implementing Performance Appraisal systems
1. Select the right people: include human resources staff, legal representatives, trade union representatives, senior management and system users in the design process to ensure organisational and staff needs are fully recognised.
2. Diagnosis: obtain a clear overview of current appraisal processes, work design and goal- setting and reward systems – to consider current strengths and weaknesses.
3. Establish purposes and objectives: these could include career planning, performance improvement, disbursement of rewards, providing employee feedback
4. Design the appraisal system: informed by the purposes identified above. This includes consideration of who is to perform the appraisals, how performance will be determined (and who by), and the frequency of feedback. Information needs to be timely, accurate, acceptable to appraises, focused on important strategic requirements, and feasible.
5. Experiment with implementation: Pilot implementation is recommended to identify and address flaws, given the complexity and potential for problems of such systems.
6. Evaluate and monitor: ongoing evaluation is important. User satisfaction should be monitored and changes made accordingly.
(Adapted from Mohrman et al, 1994, pp. 16–19)
Strengths and limitations
While appraisal systems linked to rewards may act as a powerful incentive for increased performance in relation to organisational goals, employee engagement in the process is required for the benefits to be derived. Such involvement in gathering performance data and identifying training needs is likely to increase employee acceptance of the feedback process. Similarly, participation in goal setting and how these will be measured is likely to result in greater validity and acceptance of results.
In relation to social care change, Appraisal Systems will be familiar in most organisations within the sector. To fulfil the principles of social care change these should be implemented in line with the ‘high involvement’ approach outlined above.
Further reading
1. Mohrman E (1994) Performance management: the next generation, Compensation and Benefits Review, 26, 3, 16–19.
2. Pettijohn L, Parker R, Pettijohn C and Kent J (2001) Performance appraisals: usage, criteria, and observations, The Journal of Management Development, 20, 754–72.
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