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1、Assessment task 3 1. Appraisal system a. A G Bell Ltd’s key objectives in introducing an appraisal system. A G Bell Ltd has a reputation throughout industry for its innovative approach to HR. Employing 180 staff, the flat organization structure facilitates a supportive, enabling culture, where p

2、eople are valued as a key resource and developed to meet business needs. So A G Bell Ltd i introducing an appraisal system have some key objectives. ★ In order to determine the staff existing performance level. ★ In order to study how to improve the employee’s performance or improve the employee’

3、s performance level of method. ★ To receive feedback on employee’s performance, increase motivation for their employees. ★ To identify training needs. ★ To make further plans for individual career development. ★ To improve service for their company human resource have a long-term planning and so

4、 on. Besides of these objectives, there are some advantages for AG Bell ltd. b. The advantages and constraints of most appraisal systems. (1) advantages ★ Performance appraisal systems can provide information for management decisions, it can help organization plan, problem solving and resource a

5、llocation. ★ It is a kind of implementation and manage change means, it promotes the team construction and improve the relationship between the team members. It make the communication and cooperation between the organization strengthen thus completing the organization’s goals. ★ It can be sure tha

6、t staff development and training needs and to have the important meaning for the potential of employees of the development. However, appraisal systems have some constraints. (2) constraints ★Generally speaking implement performance appraisal have too time –consuming. So, performance appraisal dev

7、elopment and maintenance of cost must be taken into account. ★ In order to be better able to participate in the performance appraisal process, all the employees need a good training, because of lack of trust between some managers and some employees. ★ Not suitable and not related performance appra

8、isal methods are also one of the restricted factors. Employees are encouraged to focus on meeting objectives set by the appraiser, and as a result, quality is compromised ★ Managers just in the oral do the performance appraisal system, but in the actual operation have do not connect with the staff

9、goals and organizational goal together. 2. Types of appraisal scheme and the Roles and responsibilities for participants in the appraisal process a. There is a chart described the types of appraisal scheme and the Roles and responsibilities for participants in the appraisal process. Forms of Em

10、ployee Appraisal Roles of line manager(appraiser) Role of employee (appraisee) Role of HR Specialist Roles of other People involved Sliding scales of grading The line manager could all contribute their rating on each of the elements of job performance As the same as line manager, empl

11、oyees could all contribute their rating on each of the elements of job performance HR Specialist is responsible for ensuring that the appraisal process is implemented consistently throughout the organisation Supervisor as the best model for establishing the scale. Overall Assessment The li

12、ne managers appraiser, they wrote their judgement about the appraisees’ characeristecs and performance elements. -To receive feedback on their performance -To identify training needs -To make further plans for individual career development -To provide feedback to management HR Specialist is

13、 responsible for ensuring that the appraisal process is implemented consistently throughout the organization Supervisor was usually required to complete some form of documentation. Consultant appraisal The line manager provides the consultant with feedback on the employee’s performance , which

14、is used to inform the decision-making process, but the consultant carries out the appraisal meeting and managers the appraisal process. Employees are asked valuing the feedback that they receive from source other or their line management. HR Specialist is responsible for ensuring that the apprais

15、al process is implemented consistently throughout the organization 360-degree appraisal Line manager’s Responsibilities: -that their performance will be measured by subordinates; -and that this measurement matters. Employees proved the data that can evidence their performance that

16、they have Equal access to the opportunities for training and career development. HR Specialist is responsible for ensuring that the appraisal process is implemented consistently throughout the organization. Team members and co-workers provides most of the evidence for appraising performanc

17、e b. About the A G Bell Ltd, there are some appraisal schemes that they can introduction. But consider from the size of organization, type of business, financial resources and time available. I think the 360-d

18、egree appraisal is the most appropriate for A G Bell Ltd. There are some reasons for my choice . ★ A G Bell Ltd has a reputation throughout industry for its innovative approach to HR. Employing 180 staff, the flat organization structure facilitates a supportive, enabling culture, where people are v

19、alued as a key resource and developed to meet business needs. The 360-degree appraisal is to employees satisfaction as the starting point. And the appraisal scheme is suit for the large-scale company. Besides, this scheme is more objective. ★ From considering the cost, 360-degree appraisal may be n

20、eed to spend more than the other, but he is more fair for employees, and more conducive to improving the enthusiasm of the employees. ★ Considering the time, 360-degree appraisal need to spend more time to implement. But he can more comprehensive and detailed reflect the companys overall situation

21、, the more beneficial to help managers to decision-making. All of this, I think the 360-degree appraisal is the most appropriate for A G Bell Ltd. 3. The guidelines to issue to managers in A G Bell Ltd respect of best practice in appraisal. (1) Preparation stage ★ Spend time to collect all kin

22、ds of information to support decision making. Prepare special place for performance appraisal, ensure that performance appraisal process not break. And create a relaxed and comfortable working environment. ★ look up and then to get the recent assessment of the record from the appraisee should also

23、get the training of the staff and development records and recorded employee training activities. ★ advance putting all the documents performance appraisal and the material hand out to the appraisee make sure they have plenty of time to prepare, be advance notice them interview time and place. (2)

24、Privacy and Confidentiality ★ Arranging performance appraisal must keep a certain degree of confidentiality, the degree of confidentiality often become the one hand appraisal scheme design. ★ Performance arrangement should be ready to all of the performance evaluation data. (3) The structure of

25、the performance appraisal interview ★ Appraiser and appraisee must pay attention to the proposed interview structure, and they are should be training. ★ Appraiser will make the appraisee keep relaxed, to ensure the interview that in a good and informal conversation, avoid excessive subjective ev

26、aluation employee performance. Special stressed: In the interview process, to ensure that the process was not illegal, no discrimination is very important. For example: gender、race and disability discrimination. In this process, we have to follow these laws ▲ The Sex Discrimination Act (SDA)-it

27、came into force in 1975 and was amended in 2003. The SDA makes it unlawful to discriminate on the grounds of sex. It is unlawful to discriminate because someone is married. It is also unlawful to discriminate in the employment field on the grounds of gender reassignment. ▲ The Race Relations Act

28、 (RRA) 1976 -was amended by the Race Relations (Amendment) Act 2000, and makes it unlawful to discriminate against anyone on grounds of race, colour, nationality (including citizenship), creed, or ethnic or national origin. ▲ The Disability Discrimination Act 1995 -makes it unlawful to discriminate

29、 against disabled individuals without justifiable reason, and requires employers to make reasonable adjustments to the workplace or working arrangements to accommodate disabled people. (4) Continue the performance appraisal Appraiser must be completed the performance data and limit time on the basic of complete interview performance. Arrangements must be made to follow up any training and development needs.