This paper discusses the issue of employee performance while studying "Performance Planning and Review: Making Employee Appraisals Work" by R. Rudman.
Written in 2008; 1,950 words; 1 sources; APA; $ 62.95
Paper Summary:
In this article, the writer discusses Rudman's work 'Performance Planning & Review: Making Employee Appraisals Work' that provides research and information on performance management. The writer notes that the material is presented in a way that will benefit corporations, managers and supervisors, students and others interested in learning all about performance planning. The writer discusses that Rudman suggests that much dissatisfaction currently surrounds the performance review process. The writer notes that Rudman criticizes the current system, suggesting performance reviews can be a tool managers use without fear or challenge to encourage employees and teams to perform better. The writer concludes that despite any criticisms offered, Rudman does a fairly good job of providing an overview of many successful approaches and types of performance review systems.
Outline:
Summary
Author's Main Point
Identification of Main Elements of Argument
Discussion of Conclusion
Identification 2 Problems/Strengths
Fixes/Strengths for Above
Potential Effects of Fixes
Potential Effects of Book's Publication
From the Paper:
"Rudman concludes by offering information on team performance reviews, suggesting team-based reviews are novel and will encourage employees to work together to realize significant rewards, rewards they might not realize if they were individually considered or appraised. He also provides information on the many rewards the organization can offer to teams and individuals as incentives for performing well or achieving their goals for a defined period. The conclusion does assert how important it is to recognize the achievement of work groups or teams, because more and more managers are considering team-based review approaches, and need to know how they can plan and deliver them successfully. The author provides a well-defined example of how an employer or managers can develop and implement a team-based review system that considers the performance of the individual and the team throughout the year. The author suggests that well-designed and implemented plans are vital to the success of the organization. While Rudman's conclusions may be valid, he fails to provide unquestionable evidence that his planning strategies or assessments are empirically based."
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