Guillermo_Furniture_Store

CERTIFICATE OF ORIGINALITY: I certify that the attached paper is my original work. I affirm that any section of the paper which has been submitted previously is attributed and cited as such, and that this paper has not been submitted by anyone else. I confirm that I have cited all sources from which I used language, ideas, and information, whether quoted verbatim or paraphrased. Any assistance I received while producing this paper has been acknowledged in the References section. I have obtained written permission or have included a release from the copyright holder For any trademarked material, logos, images from the Internet, or other sources. I further agree that my name typed on the line below is intended to have, and shall have, the same validity as my handwritten signature.   Student's signature (name typed here is equivalent to a signature): Marianela Tavarez Torres Career Development Plan Part III Marianela Tavarez Torres University of Phoenix Human Capital Management – HRM/531 Professor. Jose Mora. Mayo 12, 2010 Introduction Performance Appraisals are an important tool for managers and employees, although appraisals can be subjective and important for planning rewards for employees on their merit or performance. When using the performance appraisals to link the proper pay together , it could cause a great deal of problems, cause when deciding on if an employee deserves a raise or the performance does not meet the company’s standards or exceeds those standards for the job requirements. The goal of the person doing the performance appraisal is to suggest additional criticizism to let the employee know in what areas need to work the most and what areas the employee is strong in. Employee Appraisal and Performance Evaluation: Performance Appraisals process by which a manager or consultant (1) examines and evaluates an employee's work behavior by comparing it with preset standards, (2) documents the results of the comparison, and (3) uses the results to provide feedback to the employee to show where improvements are needed and why. Performance appraisals are employed to determine who needs what training, and who will be promoted, demoted, retained, or fired. The performance appraisals at Inter Clean are an essential process for the effective management and evaluation of the organization staff. They are conducted to help each Manager develop their individual’s associates, improve their performance, and also for next fiscal year’s business planning purposes. This will help to monitor standards, objectives, expectations, responsibilities, tasks, training needs and career succession planning. Also the employee appraisals are used for the evaluation of annual pay and grading reviews, which also coincides with the next year business planning. Performance appraisals at Inter Clean are also important for staff motivation, for attitude and behavior development, communication and for positive relationships between management and staff. Inter Clean do not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion or disability. Appraisal Evaluations: A formal performance appraisal is conducted at Inter Clean, annually for all staff in the organization. Each associate is appraised by their direct manager. Directors and Vice Presidents are appraised by the CEO. I have designed a job performance evaluation form to appraise each employee performance individually as well as evaluate you as a team. Performance evaluation a cumulative consideration of factors (that may be subjective or objective) to determine a representative indicator or appraisal of an individual or entity's activity, or performance in reference to some subjective (or standard) over some period of time. Factors to consider may include degree of goal attainment, how items are measured, and what standards are to be applied. I want to speak with each individual and will give him or her feedback to assist with improving their performance, after reviewing their performance evaluation. Your initial meeting will be three months after orientation to discuss any issues or concerns that an employee may have with meeting individual and organization goals. After the initial meeting, the performance evaluation with be semi-annually and annually in order for the employee to move forward in meeting goals and proper feedback will be given. It is imperative that we identify performance problems early to help develop him or her shortcomings. Communication is a critical function prior to, during, and following the evaluation process. As the sales manager, it will be my responsibility to ensure you have necessary supplies and equipment to complete the task. I will not let the team be treated unjust, will give them the chance to share their ideals and give proper feedback. We need to plan carefully based on each individual character and personality because feedback can be a sensitive matter. Part of being a manager you will have to be a good listener. “When it comes to receiving feedback, is it all about how you choose to see it. Maintain an open and positive attitude and you might learn something about yourself (Adubato, 2005).” It is important that we analyze the performance problems and job issues and not stray off course as well as describe the performance that needs to be improved. Conclusion Usually performance appraisals will consist of about 10 to 15 areas evaluated on. Some of the areas will be based on knowledge, accomplishments, goals, and education. Managers will discuss careers and goals to help the employee reach the highest level of performance. Goals that have been set by the company and management will be reviewed and employees will be compensated for reaching and exceeding goals. When a manager is approaching the employee about his or her appraisal it will only focus on the positive remarks not on the one’s that need improvement and this is important too. Managers should point out those areas that he or she needs the most improvement, because that will be an asset to the company on the near future. Knowledge is a powerful tool that can only increase chances of success. References Profits, 6e Chapter 9: Performance Management. [University of Phoenix Custom Edition e-Text]. , : The Mc-Graw Hill Companies. Retrieved May 7, 2010, from University of Phoenix, HRM-531. Cascio, W. (2003). Managing Human Resources: Productivity, Quality of Work Life Adubato, S. (2005, February). You Want Feedback' Learn to Listen. njbiz, 18(9), 18. Clochesy, J., Griggs, T., & Anthony, M. (2007, October). Diversity, Inclusion and Mentoring to Retain Nurses. Diversity Factor (Online), 15(4), 27-30. Retrieved November 23, 2009, from ABI/INFORM Global. (Document ID: 1586901421).