This paper explores the function and metrics of assessing employee performance.
Written in 2009; 1,619 words; 8 sources; APA; $ 52.95
Paper Summary:
The paper discusses measures companies can use to manage employees, including the setting of benchmarks for employee performance, the consideration of metrics for assessment of employee and team performances, and the overall shift from financial models of management to employee-centered strategies. The paper refers to the histories of industrial development and the discourse on its psychological effects as shown in the Bethlehem Steel company. The paper believes that by diverting attention from a singular focus on profitability, it is likely that organizations will achieve higher marks in categories that are more beneficial to the consumer, to the bottom line and to the personnel involved at every level.
From the Paper:
"It is important for an organization attempting to evaluate its own performance to consider a wide range of factors. Though financial indicators are often used to evaluate performance, there is evidence that these indicators result in what is called a lagging outcome, where companies rely incorrectly on economic factors from the past to make decisions about the present and the future. (Rodrigue, 1) Instead, a more effective evaluation strategy should include performance indicators for organizational qualities that produce these financial indicators. Most specifically, by better understanding the implications of such factors as personnel performance and the managerial oversight of such operational performance, it is distinctly possible to create a more relevant way to motivate and measure performance than the typically outdated ways of financial measurement and singular financial incentive. Indeed, this is reinforced by current and predominant research, which contends that "the conceptual and empirical work relevant to this question has progressed far enough to suggest that the role of human resources can be crucial." (Becker et al, 779)"
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