Human Resource of SCG Limited Coursework Example | Topics and Well Written Essays - 1250 words

Human Resource of SCG Limited - Coursework Example Armstrong (2009), Foot and Hook (2005) and Lyster and Arthur (2007) emphasize that the process of performance evaluation should be based on the organization’s goals and objectives. Condrey and Perry (2010), Armstrong (2010) and Lyster and Arthur (2007) express that the process should be based on job performance as it motivates the employees to work hard. Communication is one of the key features of an effective appraisal system as noted by DeIpo (2007), Armstrong and Applebaum (2003) and Armstrong (2009). Armstrong (2010) further reinforced on the significance of communication in this process. Employee participation is vital in the process as it shows their worth and impact in the business operations as stated by DeIpo (2007), Foot and Hook (2005) and Marquis and Huston (2008). The employee performance evaluation should be conducted in a fair and transparent manner as asserted by Marquis and Huston (2008), DeIpo (2007) and Condrey and Perry (2010). Armstrong (2010) further expl ains that there should be no personal bias in the process. The process should be conducted in accordance to set rules and regulations as explained by DeIpo (2007), Lyster and Arthur (2007) and Condrey and Perry (2010). Armstrong (2010), DeIpo (2007), Warner (2002) further add that an effective appraisal system should be standardized. External appraisers may also be involved to reinforce its reliability and credibility. Armstrong and Applebaum (2003), Armstrong (2010) and Condrey (2010) assert the need to train appraisers to eliminate the number of errors in the process. Analysis and Discussion SCG is an insurance company that conducts an annual performance appraisal of its employees. Ingrid Aspwell recently joined the company as a finance manager and is... The intention of this study is SCG as an insurance company that conducts an annual performance appraisal of its employees. Ingrid Aspwell recently joined the company as a finance manager and is making preparations to do her first performance appraisal. She has taken the necessary measures before the procedure by communicating to the staff members. This is by use of a standard performance appraisal form to be completed before the review meeting and a document containing the date and time of the process as expressed by Condrey and Perry. One of the longest serving employees in the department has received the documentation and is not pleased with the idea of the formal meeting. He had an excellent working relationship with the previous manager and his performance was outstanding as reflected in yearly salary increments. He considers himself as more than competent and has worked well in the previous years. He does not understand the purpose of the company’s strategy and targets fo r the following year and fails to understand how they relate to his job. The manager fears that other employees share the same sentiments as she overheard their discussion. These opinions held by employees worried her as they would have a negative impact on the performance appraisal process. The previous system lacked the features of effective performance appraisal. The new manager, on the other hand, introduced a system where the activities of the employees were governed by a system based on management’s objectives as explained by Armstrong and Applebaum.