An Analysis Of Management Employees Feedback Commerce Essay Example
An Analysis Of Management Employees Feedback Commerce Essay Example

An Analysis Of Management Employees Feedback Commerce Essay Example

Available Only on StudyHippo
  • Pages: 16 (4225 words)
  • Published: August 5, 2017
  • Type: Research Paper
View Entire Sample
Text preview

In order to excel in today's competitive markets, organizations need to focus on developing employees who can outperform their rivals in terms of speed, creativity, and efficiency. When an employee fails to reach their maximum potential, it leads to decreased productivity and lost profits for the company. Consequently, performance evaluation plays a crucial role as it allows organizations to acknowledge and reward employees for their achievements. This serves as motivation for them to aim for greater levels of productivity.

Performance assessment is a valuable tool for companies to identify deviations from expected results and create plans for improvement. According to Cummins and Worley (2001), performance assessment involves evaluating individual or work group performance directly by supervisors, managers, or peers. Many organizations use an evaluation system that provides feedback on performance, determines compensation decisions, and may also

...

include counseling and employee development. For instance, Kenya Commercial Bank conducts annual performance appraisals conducted by immediate supervisors and managers.

The results of these assessments are used for the distribution of bonuses at the end of the fiscal year. The results are also used as the basis for either promotion to a higher position or demotion. There have been many cases where employees complain that their performance assessment was subjective rather than objective. The research aims to establish the factors that affect the performance assessment process and recommend ways to make the process more effective and objective. Harvard (2001) identified some areas that are addressed during the performance assessment process, which include defining goals, targets, and objectives for the assessment period by providing a formal method of setting and agreeing on work objectives, creating the perception that the organization is interested

View entire sample
Join StudyHippo to see entire essay

in challenging employees to deliver high performance by providing a formal system to review performance, work planning, and job sharing.

Review past public presentation in order to measure it and associate wages with it as a way of acknowledging the contributions and achievements of each individual staff member. Identify and plan to build on employees' strengths within an organization. Identify and address weaknesses of employees within an organization by identifying training needs and agreeing on ways to improve individual performance. Establishing constructive dialogue about performance that can be used after the appraisal process to improve communication and understanding between managers and employees.

However, the public presentation assessment procedure in Kenya Commercial Bank has been ineffective for the past three years it has been utilized. In numerous instances, the assessment process has failed because those in charge of implementing it do not consider the implications of their actions. They simply imitate another organization's strategy without adequately researching what benefits it provides its employees. For example, KCB implemented the assessment system after realizing that other banks such as Barclays and Co-operative Bank were using it, but without adequately preparing employees to comprehend how the process functions.

This has resulted in opposition from employees as they view performance assessment as a threat to their jobs. Bascal (2002) noted that many banks have an internal training department that offers a wide range of courses, spanning from two days to two weeks each year. While this is the case at KCB, the training has not been successful from the start because the performance assessment tool used, Balance Score Card, was seen as a means to downsizing the organization and people resisted its use

in 2005. In 2006 and 2007, there was extensive training, including the hiring of a consultant to train employees on the balance scorecard, but there are still issues associated with the appraisal process.

Since the introduction of public performance assessment utilizing the balance scorecard (BSC) as a measurement tool for employees, there has been a discussion regarding how the process is influenced by personal biases. This issue arises because some supervisors are more lenient while others are strict when it comes to assigning scores using the BSC. The main objective of this research is to determine the advantages associated with a well-designed performance assessment process and to address the challenges that impact its effectiveness. The study will also propose improvements to the assessment process. With this in mind, the research aims to establish the benefits that the bank has experienced since implementing the BSC as a performance measurement tool in 2004. Additionally, it will address the obstacles that hinder an effective performance assessment process.

The survey will discuss ways to improve the appraisal process.

  • Job description
  • According to Nzuve (1999), performance assessment is the evaluation of an employee's work performance over a period of time. It is a formal review of how well an employee has been performing their job. In Kenya Commercial Bank, employee assessments are conducted at the end of the year, and the results of the assessment affect bonuses, promotions, and demotions. The assessment process has been criticized for being subjective rather than objective. Various issues have been raised regarding the appraisal process.

While undergoing a procedure, the Manager may suggest a job

rotation for employees in a specific department in order to gain more skills in other areas. However, there may still be a clerk who has been working in one department for over ten years. The challenge is how to utilize the recommendations given in performance assessments to improve employees' productivity within the organization. Levinson and Harry (2003) noted that employees are typically not assigned mentors nor do they have the opportunity to rotate in different departments and acquire knowledge of other areas within the Bank. As a result, they end up performing the same tasks for an extended period of time, leading to monotony.

Employees often become demotivated when their personal growth stagnates in one position. Another problem is that employees are not engaged in the assessment process from planning to final appraisal. According to Ken and Christina (2001), a vital aspect of assessment is communicating objectives with measurable criteria. Management should ensure that performance is measured using numerical or percentage terms. This provides employees with specific targets and gives them a sense of accomplishment when they exceed them.

Employees are often not involved in setting corporate targets, resulting in unrealistic goals being passed down to them without consultation. Promotions are also based on academic qualifications, which demotivates experienced workers without degrees.

  • The survey's purpose is to analyze the benefits of a well-designed performance assessment system and address its associated problems. Enhancements will be proposed to motivate staff and encourage their full potential.
  • Research Questions

The survey aims to answer the following research questions:

  • What

are the benefits associated with a well designed public presentation assessment system in KCB?

  • What are the challenges that hinder effective performance assessment in KCB?
  • How can performance appraisal be improved at KCB?
  • Importance of the survey / justification of survey
  • The survey will contribute to existing research on performance assessment by providing additional knowledge in this field. It will assist KCB in establishing a solid foundation for performance assessment and understanding how to address these challenges to make the process more effective and relevant to the organization. This will ultimately lead to higher staff retention through increased motivation. With a motivated workforce, the level of customer service will significantly improve, attracting more business and increasing profitability for the company. The research findings can also be used by other institutions in the banking industry to enhance their performance assessment processes.

    • Scope of Study

    The research will be conducted as a case study of KCB. The study will primarily focus on respondents from the central Region, which consists of six subdivisions.

    The text mentions several locations, including Thika, Ruiru, Matuu, Gatundu, Githuguri, Kiambu, and the Head Office. The sample will be taken from two groups of staff: management and brotherhood members.

    • Definitions of terms
    • Performance Appraisal

    Nzuve (1999) defines performance appraisal as the assessment of an employee's work performance within a specific timeframe. It is a formal evaluation of an employee's job performance.

    • Balanced Score Card

      The Balanced Score Card is a tool used to measure employee performance. It outlines the key result areas like financials, client service, internal process and growth

    as the main areas to be measured. It also provides the targets to be achieved in either numerical or percentage ratios.

  • Employee

    According to industrial relation Act 1996 Section 5, an employee is any person employed in an industry whether on wage or reward or piece of rate. In Kenya Commercial Bank we have employees who are under management while others are union members.

  • Feedback

    Performance feedback has been defined as the information that lets an employee know how well he or she is performing a job (Robbins, 2007).

    Performance Measurements

    The term performance measurements have been defined by Jonathan and Canwel (2004) as the quantity and quality of work that individual employees produce during the course of their job.

    Chapter Summary

    The overall objective of this study is to establish the factors that influence the performance assessment process either positively or negatively.

    The following text discusses various subjects, such as the background of the survey, the statement of the job, the intent of the survey, research inquiries, and the importance of the survey. It also covers the range of the survey and definitions of terms. The next chapter titled "Chapter 2 Literature Review" will focus on reviewing relevant literature related to sub-questions mentioned in this chapter. Chapter three will then discuss the methodology used for data collection.

    Chapter 2 Literature Review

    Introduction

    The Literature review is based on works and studies conducted by other scholars and researchers in the field of performance assessment process.

    The review will analyze research on performance assessment, including the findings of other researchers and their studies emphasizing the notable benefits. Additionally, it will address the obstacles faced during evaluation.

    The literature reviews target areas for enhancing the performance assessment system within an organization. In today's fiercely competitive business environment, employees are regarded as a company's most valuable assets.

    The effectiveness and productivity of a company rely on utilizing the abilities of its individuals. Therefore, implementing a performance evaluation process is essential for ensuring ongoing success. Without measuring performance, employees may not be aware of expectations or working towards long-term goals that contribute to the business's success.

    Benefits of an Effective Performance Appraisal

    An effective performance appraisal system in a company offers several advantages.

    Bob (2001) observed that through his work experience with clients and by reviewing research conducted by other scholars in the field of performance management, there are several crucial benefits that serve as the foundation of effective performance management. These benefits are essential for an organization to achieve excellence. The key pillars of performance management include:

    Organizational Purpose and Direction.

    It is crucial for individuals to have a clear understanding of an organization's vision, mission, and values, especially those that distinguish it from similar organizations. The mission and vision statements of a company outline its purpose and direction.

    The public presentation process of an employee is based on the company's mission and goals. This means that performance management provides employees with clarity on what is expected of them. This is achieved by setting specific goals, establishing timelines for goal achievement, monitoring progress through the review process, and identifying obstacles or challenges that may arise. This ensures that everyone in the organization, at different levels and teams, understands the purpose. A comprehensive performance assessment should be centered around clear objectives that cover all levels and areas of the organization,

    meeting the needs of each. The assessment system should have a clear purpose.

    The participants must understand the purpose of the system, whether it is for identifying opportunities and promotions or for identifying development needs. It is important to clarify who will be involved in the system - whether employees at all levels will participate or if some areas or levels of the organization will be excluded. The participants should also know what type of information will be collected, how frequently it will be collected, and who will have access to that information.

    Aspiration

    Using performance management as a tool helps individuals recognize the importance of continuous improvement, not just its desirability. It allows them to understand what exceptional performance means. By providing employees with a clear understanding of their individual objectives and their contribution towards the broader corporate vision, motivation is enhanced. Evaluating one's own performance acts as a driving force for achieving higher accomplishments. The process of evaluating performance serves as a link between business goals and employees' daily actions, which are directly connected to the company's objectives.

    Performance evaluations are essential for successful performance assessment systems. They should not rely on a one-sided approach where the evaluator simply tells the employee their performance rating and tries to convince them to accept it. This type of approach can alienate employees and hinder future open communication. Instead, the performance appraisal should emphasize dialogue between the evaluator and the employee. During the discussion, the employee should have the opportunity to review all written assessments of their performance and discuss them with the evaluator. The employee's response should be obtained both verbally and in writing.

    Some organizations encourage employees

    to complete a self-appraisal form to facilitate communication.

    Support

    By managing company performance, a support system is created to motivate and empower individuals to recognize their potential. It also aids in identifying training needs to ensure employees have the required skills to perform their duties effectively. This support mechanism helps reduce employee turnover by ensuring our workforce remains aligned with the company's needs.

    The directors and supervisors who are skilled in motivating their employees to provide the necessary coaching can utilize the outcomes of the public presentation procedure. In order for the assessment system to be effective, it needs the support of the entire workforce. This support encompasses management, provision for potential expenses like additional training, employee meetings, appraisal forms, and other materials related to staff time. Moreover, the employees can gain advantages by participating in the performance assessment process.

    To illustrate, many companies encourage employees to engage in self-assessment as a means of evaluation. The information gathered through these assessments should align with the company's objectives and individual goals.

    Recognizing and Rewarding Outstanding Employees.

    Employee progress can be measured against performance goals to identify those who are meeting expectations and contributing to the overall success of the company. Performance assessment results can be utilized to acknowledge employees who have made exceptional efforts towards the company's success.

    The reorganization can be done in terms of money or other means, such as giving certification and trophies. Studies have shown that reorganizing employees leads to continued job satisfaction and productivity. A company that recognizes its employees is able to retain its top performers, which helps the employees succeed by giving them clear goals that

    align with the company's objectives. The success of individual employees is directly linked to the success of the company.

    Feedback Loops

    Performance assessment provides feedback on how individuals and performance are doing.

    By obtaining feedback on public presentation, it becomes easier for management to understand how well the organization is meeting expectations. The performance assessment serves as a structured, ongoing source of feedback from managers, colleagues, and customers. It helps identify areas for improvement and allows for corrective action to be taken. Performance management plays a crucial role in organizations as it outlines the specific criteria that employees must meet to continue working for the company.

    In order to protect itself legally, if a situation arises where an employee's unsatisfactory performance warrants termination, the company can rely on the regulations and guidelines set forth in the performance contract. Therefore, it is crucial for the human resource department of any organization to understand the significance of having an effective performance management process in place. Such a process not only improves motivation and retention of top performers, but also aligns individual goals with organizational objectives and creates a more engaged workforce. These factors ultimately lead to increased productivity and improved profitability.

    Potential Problems Associated With Performance Appraisal

    The main objective of any human resource department is to conduct fair and unbiased performance appraisals. However, despite the use of objective performance standards and assessment methods, errors can occur due to perceptional biases.

    Halo Effect

    One common error is the halo effect, where the evaluator allows a single positive or negative trait to overshadow a fair assessment of other characteristics or qualities. For example, if an employee is consistently punctual, a supervisor may let this positive trait

    influence their overall evaluation of the employee's performance on other dimensions.

    According to Robbins and Decenzo (2007), when designing assessment forms for college students to evaluate their teachers, it is important to consider the aura effect. This effect occurs when students judge a faculty member as excellent in all aspects based on their appreciation for a few specific things the teacher does in the classroom. Conversely, if a teacher displays certain negative habits, like being consistently late for lectures or giving overly demanding reading assignments, students may perceive the teacher as poor across all areas of evaluation. Therefore, the aura effect plays a significant role in how teachers are assessed.

    Pigeonholing

    Pigeonholing occurs when an employee is categorized based on certain traits or features. For example, an older worker may be labeled as slower, less adaptable, and resistant to learning new approaches. This misconception can have a negative impact on their performance evaluation. However, it's important to recognize that the older worker being evaluated may not fit this stereotype and may actually be quick to learn and enthusiastic about participating in new training programs. To minimize the effects of stereotyping, it is suggested to provide specialized training to the evaluators and highlight the issue of pigeonholing. Additionally, using performance-based criteria instead of arbitrary scales can help reduce pigeonholing errors.

    Attributions

    The cogency of public presentation assessment can be affected by attributions. According to Robbins and Decenzo ( 2007 ), attributions occur when evaluators rate others based on specific qualities they perceive in them. For example, if a supervisor attributes an employee's good performance to external factors like luck, having an

    easy job, or receiving help from coworkers, the performance rating will not be as positive as if the supervisor attributed good performance to factors like effort or ability. Attribution errors can be avoided by using behaviorally anchored evaluation scales because this method requires the judge to rate the behavior without making judgments.

    Recency Effect

    The recency effect refers to the tendency to evaluate public performance based on the most recent information. This is because we often have an easier time recalling what happened recently compared to events that occurred a year ago. Consequently, recency mistakes can occur during performance assessments, especially when there is a significant time gap between evaluations. To address this issue, supervisors can utilize methods that require them to keep a record of employee performance throughout the year, such as the critical incident approach. Additionally, supervisors can be encouraged to review this log before conducting evaluations to mitigate the influence of recency bias.

    The critical incident method of public presentation assessment ensures that a record of highly effective or highly ineffective public presentation is kept. Keeping documented evidence of employee's performance helps to minimize recent mistakes. It is important to maintain a file for each employee and regularly update it with specific incidents of achievement, including dates and details. When conducting formal employee assessments, having a comprehensive history of each employee's performance record during the appraisal period is essential.

    Leniency / Strictness Mistakes

    This mistake occurs when the evaluator tends to use one extreme end of a rating scale.

    When lenience mistakes happen, employees often receive favorable evaluations, even if their performance does not merit it. Lenience mistakes can occur for various reasons. For example, a supervisor may

    feel uncomfortable confronting particularly aggressive employees and giving them negative ratings. To avoid conflicts, the supervisor may choose to give everyone high ratings.

    The supervisor's own performance evaluation may depend on the performance of their work group. Giving favorable evaluations to everyone creates the perception that the entire work group is highly effective. Conversely, strictness mistakes, which are the opposite of lenience mistakes, occur when the evaluator mistakenly rates most employees unfavorably. In such cases, supervisors may simply want to appear "tough" or they may have unrealistic performance expectations.

    Regardless, most employees are typically evaluated at the lower end of the performance scale. These mistakes can be avoided by using a forced distribution method, which requires that the evaluator place a certain percentage of the people being evaluated in different categories, ranging from outstanding to below average. By requiring the evaluator to use all of the categories, both leniency and strictness errors will be eliminated. Leniency errors can also be addressed by having multiple evaluators. In this case, a panel of judges assesses performance. The highest and lowest scores are discarded, and the final assessment is based on the aggregated scores from the remaining judges. If an employee has ten supervisors, and nine rate them as excellent while one rates them poorly, the poor rating carries less weight.

    Multiple valuators increase the reliability of consequences.

    Mistakes in Cardinal Tendency

    According to Robbins and Decenzo (2007), the cardinal tendency mistake occurs when the valuator avoids both the "excellent" and "unacceptable" categories and assigns all evaluations within the "average" or middle range. For example, if all employees are rated as 3 on a scale of 1

    to 5, then no distinction among them is made. By suppressing differences, employees' work performances appear much more similar than they actually are.

    One method that can be used to control these jobs personnel comparing system is forced distribution. This involves putting a certain percentage of employees into each of several categories based on overall performance. For example, 10% of employees must be placed in the "unsatisfactory" category, 15% in the "fair" category, 50% in the "satisfactory or average" category, 15% in the "good" category, and 10% in the "outstanding" category.

    How to Better Performance Appraisal

    The performance assessment system can help achieve a variety of management goals and objectives. In addition to consistently encouraging high levels of performance, the system is useful in identifying employees with potential, rewarding performance fairly, and determining employees' development needs. However, Watson (2001) noted that both evaluators and appraisees fear the performance assessment process, regardless of whether the organization uses traditional assessment methods, peer assessments, or cutting-edge 360-degree feedback.

    It is important to note that any company can improve the ability of its system to influence and enhance performance. Some of the major components or principles that can enhance or improve performance assessment are: -

    Job Description

    A good job description helps an employee to break down the job into component tasks for success. The beginning of a good performance assessment starts with a good job description, Basal (2002). For an organization to have the best performance assessment system, then it should ensure that all employees have a job description which they have agreed on and should be updated regularly to make necessary adjustments if needed.

    • Performance Appraisal Design

    Organizations are required to have a standard and

    effective way of designing performance assessment system if the assessment is to be considered effective. According to Daniel (2001), employees need to feel that the performance assessment method used gives adequate feedback on their performance based on the performance criterion and set performance measurements.

    If the public perceives the procedure as unjust, inaccurate, and subjective, there is a risk of the system being used becoming unreliable. It is important for the full workforce to support the public performance assessment system.

    Performance Indexs

    According to Paradis ( 2001 ) , performance indexes are defined as the means by which success in achieving objectives can be planned, monitored, and evaluated. These indexes help employees evaluate their performance based on given benchmarks. For example, a salesperson may be given a specific target to achieve within a set time frame.

    The mark serves as a public presentation index that determines whether an individual is meeting or falling below expected standards. When there are no designated marks agreed upon, assessing performance becomes difficult and ineffective. Without objective assessment, subjective opinions about personality traits emerge, leading to bias in the process. Additionally, the absence of performance indicators transforms the assessment procedure into a personal relationship between supervisor and staff member rather than a professional association with the organization. Consequently, it is crucial for a performance assessment process to incorporate indicators that facilitate goal-oriented evaluation of employees within a company.

    The public presentation indexs help in concentrating persons attempts on organisational ends

    Performance Measurements

    The term public presentation measurings have been defined by Jonathan and Canwel ( 2004 ) as the measure and

    quality of work that single employees produce during the class of their occupation. Performance measurings are agreed when puting aims. It is worthy observing that public presentation measurings deals non merely with what is to be achieved by those concerned but besides how good they know that they have achieved. Performance steps should supply touchable or discernible grounds of whether or non an intended result has been achieved and the extent to which the occupation holder has produced consequences.

    According to Armstrong (2001), performance measures should always be linked to outcomes and not attributes.

    Get an explanation on any task
    Get unstuck with the help of our AI assistant in seconds
    New