Performance Appraisals at Hanson UK Analytical Essay by Hans

An evaluation of the performance appraisal system at Hanson UK.
# 149748 | 3,308 words | 14 sources | APA | 2010 | GB
Published on Dec 29, 2011 in Business (Management) , Business (Human Resources)

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This paper offers an analysis of performance appraisal systems, taking into account both theoretical considerations and an application of theory to practise in the context of the case study organisation, Hanson UK. The paper considers both how current performance appraisal systems are used to improve and manage performance within the organisation and how an analysis of the underlying theory may lead to in improvement in performance management for the company.

Performance Management and Appraisal
Hanson PDR Appraisal Scheme
Performance Management vs Development
Improving the Process

From the Paper:

"As with many appraisal schemes that operated by Hanson is based around a central annual review linked to other events throughout the year (Bratton and Gold 2007). The basis of the personal development review (PDR) is an annual discussion between manger and employee in which a general conversation is had between the two parties with regard to both the role of the employee in question and the objectives and developments of the company as a whole. After the general discussion the employee and manger then jointly decide upon six key accountabilities for the forth coning years. The accountabilities may be any that both the manager and employee agree upon with only one stipulation and that is that the accountabilities must form SMART objectives that is to say ones which are specific, measurable, achievable, realistic and timed. In addition the accountabilities must be accountabilities rather than development objectives and hence must be related to the business and job rather than the individual. Once the accountabilities have been agreed each accountability is given a measure, again the measure is agreed between both the manager and employee but in essence the measure is there to enable the employee to prove the achievement of the accountability. Once the key accountabilities have been agreed the first round of the appraisal process ends with a discussion about the personal objectives of the employee, in this section the employee is encouraged to discuss with their manager conducting the appraisal their personal objectives for career development. This section whilst being a requirement of the appraisal process does not follow a set format for which there is no requirement for either party to record the information or to honour any of the ideas or objectives discussed."

Sample of Sources Used:

  • Furnham, A. 2004. Performance management systems. European business journal. 16 (2): pp83-94.
  • Gibb, S. 2008. Human resource development, process practise and perspectives. 2nd ed. London: Palgrave Macmillan.
  • Gold, J, Bratton, J. 2007. Human resource management: Theory and practise. 4th ed. Basingstoke: Palgrave Macmillan.
  • Handy, C. 1999. Understanding organizations. 4th ed. London: Penguin Books.
  • Harrison, R. 2009. Learning and development. 5th ed. London: CIPD.

Cite this Analytical Essay:

APA Format

Performance Appraisals at Hanson UK (2011, December 29) Retrieved September 19, 2020, from

MLA Format

"Performance Appraisals at Hanson UK" 29 December 2011. Web. 19 September. 2020. <>