Papers on "The Performance Appraisal Approach" and similar term paper topics

Paper #059703 :: The Performance Appraisal Approach
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An examination of the strengths and weaknesses of the performance appraisal approach in theory and practice.

Written in 2004; 2,153 words; 47 sources; MLA; $ 67.95

Paper Summary:

This paper identifies the role of performance appraisal as a management tool to increase productivity of an employee and the organization as a whole. The paper contends that performance appraisals and reviews can be used in conjunction with various other management tools such as Total Quality Management (TQM) to improve the overall performance. The paper examines the salient features of performance appraisal and the role it plays in quality awards such as the Malcolm Baldrige award in the United States, the Deming Award in Japan, and the EFQM in Europe. Performance appraisal approaches, both in theory and practice, are not without flaws. Japan has been selected for a study of the strengths and weaknesses of the performance appraisal approach, and special focus is placed on the effect of culture on the use of this tool.

From the Paper:

"Japanese products enjoy high demand all over the world and industries in Japan are constantly looking for ways and means of improving their competitive advantage with respect to the other Asian countries. Many of the Japanese industries also have "transplant manufacturing sector" all over the world where similar products are manufactured in different environments. (Munday and Peel, 1997) Performance appraisals and worker reviews are not new to Japan. An empirical study conducted with respect to performance appraisals revealed "the development and subordinates express purposes were not currently practiced extensively, while documentation was found to be among the most highly used purposes. Pay is based primarily on seniority; the pay-purpose was found to be related to appraisal effectiveness." (Milliman et al., 1995) Excessive use of this tool has however created a negative impact on the worker. (Kleeman, 1992)"

Tags: japan baldridge deming management

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