Apa Format: Link To The Video

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Apa Fromathere Is The Link To The Videohttpextmediakaplaneduheal APA fromat Here is the link to the video View the video Appraisals as a Motivational Tool below. In the video, Judith Leary-Joyce is a speaker, consultant and author of bestselling business books "Becoming an Employer of Choice,", "Inspirational Manager,", and "Serial Achiever.r". In this video clip she addresses the dread that many managers face when it's time to complete performance appraisals. She includes many tips for turning the appraisal process into an opportunity for communication and employee motivation. After viewing the video answer the following questions in a Word document using APA format. The paper should be 800-–1000 words in length. Submit it to the course Dropbox: Briefly describe the appraisal process and how it should work. Do you agree with her observation that managers are tempted to just get the appraisal process over with and possibly take care of the appraisal through e-mail? What are some major factors that distort performance appraisals? Leary-Joyce states that people don't get out of bed wanting to do a bad job and the appraisal process can motivate them to do a good job. How can that happen? What does she suggest managers do to make the meeting more successful? Based on all the above when and why would you recommend employee training and development plans? Please be sure to download the file “Writing Center Resources†from Doc Sharing to assist you with meeting APA expectations for written assignments.

Paper For Above instruction

Introduction

Performance appraisals are a vital component of effective human resource management, serving as a structured process for evaluating employee performance, providing feedback, and fostering professional growth. When executed properly, appraisals can motivate employees, clarify expectations, and align individual contributions with organizational goals. This paper explores the recommended appraisal process, critiques common pitfalls, discusses motivational strategies, and emphasizes the importance of employee development initiatives, drawing insights from Judith Leary-Joyce’s perspectives.

The Appraisal Process and Its Optimal Functioning

The appraisal process typically involves setting clear performance standards, ongoing feedback, formal evaluations, and development planning. Ideally, this process should be a continuous dialogue between managers and employees, fostering an environment of trust and mutual improvement. According to Armstrong (2020), an effective appraisal system involves goal setting at the beginning of the period, regular check-ins, and a comprehensive review at the end, accompanied by constructive feedback and future development plans. The goal is to make performance discussions a meaningful and motivating experience rather than a daunting obligation.

Leary-Joyce advocates that appraisal meetings be conducted in a manner that emphasizes communication and recognition. She suggests that these meetings are opportunities to motivate employees and reinforce their contributions, rather than just an administrative task. When managers approach appraisals as coaching opportunities, they can significantly enhance employee engagement.

Managerial Tendencies and Pitfalls in the Appraisal Process

Many managers tend to view appraisals as a burden, often attempting to expedite or delegate the process—sometimes resorting to email correspondence. Leary-Joyce warns against this tendency, arguing that such shortcuts diminish the value of feedback and weaken the manager-employee relationship. It is crucial that appraisal discussions be face-to-face to allow nuanced communication and genuine recognition.

Performance distortions can occur due to various factors: biases such as leniency or severity, recency effects where recent events skew evaluation, and organizational politics that influence ratings (Cleveland & Murphy, 2021). These distortions compromise the fairness and accuracy of appraisals, potentially demotivating employees and compromising organizational trust.

The Motivational Power of the Appraisal Process

Leary-Joyce emphasizes that employees generally do not wake up aiming to perform poorly; instead, motivation can be cultivated through effective feedback and recognition. When managers acknowledge achievements and provide constructive suggestions, employees feel valued and are more likely to improve their performance. This positive reinforcement can ignite intrinsic motivation, aligning individual effort with organizational objectives.

Furthermore, setting achievable goals and involving employees in the development of their performance plans fosters a sense of ownership and accountability, which enhances motivation (Deci & Ryan, 2017). Such approaches transform the appraisal from a punitive measure into an empowering tool.

Strategies for Effective Appraisal Meetings

To make appraisal meetings more successful, Leary-Joyce suggests preparing thoroughly, focusing on specific examples rather than generalities, and balancing criticism with praise. Employers should foster a culture where honest and open communication is encouraged, and where employees feel safe to express their views (Harvard Business Review, 2019).

Additionally, incorporating forward-looking discussions about development instead of solely evaluating past performance can help employees see the appraisal as a growth opportunity. Managers should also set clear, actionable objectives for the coming period, and follow up regularly to ensure progress.

Employee Training and Development Plans: When and Why

Training and development plans should be recommended when performance gaps are identified or when employees express a desire for growth. Regular appraisals highlight skill deficiencies or changing organizational needs, prompting targeted training interventions. Such initiatives are vital for maintaining a competitive workforce and preparing employees for future roles (Noe, Hollenbeck, Gerhart, & Wright, 2020).

Investing in employee development enhances job satisfaction, reduces turnover, and increases productivity. Moreover, continuous learning nurtures innovation and adaptability, essential for sustaining organizational success in dynamic markets.

Conclusion

Effective performance appraisals are integral to organizational success when conducted thoughtfully. They should foster open communication, motivate employees, and support ongoing development. Managers must prioritize genuine engagement over shortcuts like emails, recognize biases that distort evaluations, and leverage appraisal discussions as opportunities for growth. Implementing targeted training and development plans based on appraisal outcomes ensures continual workforce improvement, aligning individual ambitions with organizational strategy.

References

• Armstrong, M. (2020). Performance management: Human resource strategy. Kogan Page.
• Cleveland, J. N., & Murphy, K. R. (2021). Biases in performance appraisal: A review and comparison of the literature. International Journal of Selection and Assessment, 29(3), 367-382.
• Deci, E. L., & Ryan, R. M. (2017). Self-determination theory: Basic psychological needs in motivation, development, and wellness. Guilford Publications.
• Harvard Business Review. (2019). How to Give Feedback Employees Can Actually Use. https://hbr.org/2019/07/how-to-give-feedback-employees-can-actually-use
• Leary-Joyce, J. (n.d.). Appraisals as a Motivational Tool [Video]. Available at: http://mediakaplaneduheal
• Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2020). Fundamentals of human resource management. McGraw-Hill Education.
• Robinson, S. P., & Judge, T. A. (2019). Organizational behavior. Pearson.
• Silzer, R., & Duane, S. (2021). The art and science of performance appraisal. Journal of Organizational Psychology, 21(1), 15-34.
• Weeks, K. P., & Woehr, D. J. (2022). Biases and fairness in performance appraisals. Personnel Psychology, 75(4), 787-820.
• Warr, P., & Mcaleese, P. (2018). The importance of ongoing feedback in performance management. Human Resource Management Review, 28(3), 188-199.