OL 211 Milestone Three Guidelines And Rubric Overview

Ol 211 Milestone Three Guidelines And Rubric Overview

This milestone focuses on the topics of this week’s lessons: managing and appraising employee performance. Using the material on performance management and appraisals provided in this week’s lesson and the case, in a short paper you should:

• Determine the HRM’s role in the performance management process and explain how to ensure the process aligns with the organization’s strategic plan.
• Differentiate between the trait, behavioral, and results-based performance appraisal systems, providing an example where each would be most applicable.
• Identify best suited appraisal for the Maersk Customer Service – CARE Business Partner.
• Identify and describe a variety of performance rating scales that can be used in organizations including graphical scales, letter scales, and numeric scales.

Guidelines for Submission: Your submission should be 2–3 pages in length and double-spaced using 12-point Times New Roman font. Be sure to list your references at the end of your paper.

Paper For Above instruction

Effective performance management is a critical aspect of human resource management (HRM), serving as a systematic process to improve employee performance and align individual contributions with organizational goals. The HRM’s role in this process involves designing, implementing, and monitoring performance appraisal systems to support strategic objectives. Ensuring alignment between performance management and the organization’s strategic plan necessitates clear communication of organizational goals, integration of performance metrics with strategic priorities, and fostering an environment of continuous feedback and development.

The HR department is responsible for establishing performance standards, training managers on appraisal techniques, and ensuring fairness and consistency in evaluations. This role extends to motivating employees, identifying training needs, and rewarding high performance. To align the process with strategic plans, HR must incorporate organizational goals into performance criteria, utilize performance data to inform decisions, and ensure that appraisals support strategic talent development and retention initiatives.

Differentiating among the trait, behavioral, and results-based appraisal systems allows organizations to select the most appropriate approach for various contexts. Trait-based appraisals focus on inherent qualities such as attitude and punctuality. For example, evaluating an employee’s dependability through trait assessment might be suitable in a role requiring high reliability. Behavioral appraisals examine specific actions and work behaviors. An example would be assessing communication skills during a customer service interaction, applicable in positions requiring interpersonal skills. Results-based appraisals emphasize outcome achievement, such as sales targets or project completion, fitting roles where quantifiable results are critical.

For the Maersk Customer Service – CARE Business Partner, a results-based appraisal would be most appropriate. Given the focus on customer satisfaction and operational metrics, evaluating based on measurable outcomes would support continuous improvement and align with Maersk’s strategic goal of delivering excellent service.

Performance rating scales are essential tools that facilitate standardized evaluation. Graphical scales use visual elements like smiley faces or bars to denote performance levels, making them easy to interpret. Letter scales employ qualitative ratings such as A, B, C, representing different performance tiers, often used in academic settings but adaptable for performance appraisals. Numeric scales assign a score within a range, such as 1 to 5 or 1 to 10, allowing for precise differentiation among employee performances. Combining these scales with descriptive performance standards ensures clarity and consistency in evaluations.

In conclusion, effective performance appraisal systems—supported by HRM’s strategic role and the appropriate choice of evaluation tools—are vital for organizational success. By understanding and applying trait, behavioral, and results-based systems, and selecting suitable rating scales, organizations can foster a culture of ongoing development and high performance aligned with strategic objectives.

References

• DeNisi, A., & Williams, K. J. (2018). Performance appraisal and management. Annual Review of Organizational Psychology and Organizational Behavior, 5, 439-464.
• Dessler, G. (2020). Human Resource Management. Pearson Education.
• Fletcher, C., & Williams, R. (2019). Effective performance management systems. Harvard Business Review.
• Kuvaas, B. (2017). Performance appraisal satisfaction and employee outcomes. Journal of Organizational Behavior, 38(8), 1244-1262.
• Latham, G. P. (2020). The development of performance appraisal systems. Human Resource Management Review, 30(3), 100679.
• Martocchio, J. J. (2019). Strategic Compensation and Performance Management. Pearson.
• Murphy, K. R., & Cleveland, J. N. (2018). Understanding Performance Appraisal: Social, Organizational, and Legal Perspectives. Sage Publications.
• Pulakos, E. D. (2019). Performance Management: A New Approach for Driving Business Results. Wiley-Blackwell.
• Shalley, C. E., & Gilson, L. L. (2019). Creativity and performance in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 6, 19-43.
• Wojtczuk, A. (2020). Rating scales in HR: Types and best practices. Human Resource Management International Digest, 28(4), 15-17.