Ask a question from expert
(PDF) Line management involvement in performance appraisal
27 Pages6284 Words644 Views
Added on 2019-12-17
(PDF) Line management involvement in performance appraisal
Added on 2019-12-17
BookmarkShareRelated Documents
RUNNING HEAD: LINE MANAGERS’ ROLE IN PERFORMANCE APPRAISAL1Line Managers’ Role in Performance AppraisalNameInstitutionTable of Contents
LINE MANAGERS’ ROLE IN PERFORMANCE APPRAISAL 2Abstract ......................................................................................................................................2Introduction ...............................................................................................................................4Performance appraisal review...........................................................................................................................................5Performance Appraisal theories........................................................................6Types of performance appraisal methods............................................................................9Advantages and disadvantages of performance Appraisal.......................................11The role of line manager..........................................................................................................16Responsibilities of line managers in HR..............................................................18Challenges faced by line managers In performance appraisal...............................................................................20Human Resource challenges............................................................................21Strategic HR and Devolution to Line management.........................................................................................24Research References.................................................................................................26AbstractTo begin with, strategic HRM literature is argued to influence company’s performance, although a connecting chain of arbitrating variables for instance attitude of employees such as commitment, behavior, and productivity performance of the employees is assumed to influence the firm’s performance. Moreover, current hypothetical frameworks insist that particularly the employee’s insight concerning human resource management in the organizations seem critical in changing attitudes and behavioral responses. Significantly, the meaningful abstract in this context is regarded as social exchange theory. It states the existence of reciprocity norm, which implies that whenever an individual or a firm favors another, the sense of the favor is received as logic to reciprocate..The rationale behind application of this research is to perceive investments in human resource management that can offer employees the sense that organizations appreciate their productivity
LINE MANAGERS’ ROLE IN PERFORMANCE APPRAISAL 3and cater for their welfare; this in turn will influence employee’s attitudes and behaviors that are quite important to the organization. Usually, an omitted fact in this context is that there are various actors implementing human resource management in the organization. Obviously, ‘HRM’ regularly hold synonym with ‘the HR department’ while line managers too share significant accountability in implementing HR practices in many modern organizations. Line managers’ optional behavior in using HRM provesto be more crucial in advancing employee commitment, job satisfaction even additional role-behaviors.Notably, this proposes that both the HR department and line managers are significant to establishpositive social exchange relations in the Organization. The aim of this paper is to assess if this statement is relevant. Empirically, this paper attempt to explore the performance appraisal of employees and line manager’s influence of HRM investments contributed by two main HR actors, which comprise of line managers and the HR unit, regarding employees’ emotional commitment. More precisely, it tests the free and combined effect of three distinct independent variables: this comprise of enactment of Human resource practices by line managers, relations-adapted management behavior and service quality by the human resource department. Subsequently, these effects will improve the perceptions towards the role and involvement of every HR actor, as well as provision of effort to support the actors and their involvement equally (Boone, Kurtz & Qualman, 2011). Additionally, this paper also contributes a literature through reviewing employee sentiments on the performance appraisal through line managers and the entire HR department. With regard to this, the focus shift from the obvious studies intended for HRM to the hardly studied HRM perception.
LINE MANAGERS’ ROLE IN PERFORMANCE APPRAISAL 4The paper is prepared in the following context. In subsequent section, it initially offers a literatureOverview concerning the performance appraisal and the whole HR department. It moreover advances a plethora of hypotheses concerning the free and mutual outcome of the part of both HR actors in navigating employees’ sentimental obligation. Secondly, it defines research strategyand identifies actions used. Thirdly, it presents the results. Finally, it discusses the key findings combined with practical implications for future research.IntroductionThe aim of this section is to reflect the background to the research problem. Anoutline exemplifies the evolving role of the line manager in management, in human resource management activity transference. The overall researchproblem is enlightened. Moreover, the hypothetical and applied importanceof this study is identified. The research questions and initial framework of the research arepresented. Furthermore, a precise overview of performance appraisal, literature review, methodology, data analysis and the study limitations also provided. Ultimately, this part accomplishes with a summary of the sections, and explanation ofterminologies applied throughout the thesis.Performance appraisal overviewNotably, Performance appraisals also referred to performance evaluations, performance assessments, or worker appraisals, equate to the whatsoever technique applied by s supervisor, manager or business owner. They are regarded as a fundamental element in developing a career that frequently occurs at different times in a year, or annually as established by the employer.
LINE MANAGERS’ ROLE IN PERFORMANCE APPRAISAL 5Generally, performance evaluations are achieved through some kind of aim evaluation planned, it hypothetically measure individual worker’s productivity within their specified tasks. Additionally, appraisals review in connection to the workers capability to operate as a team in the organization, evaluate their strength, weaknesses, and establishing future job expectation as well as identifying potentials in the organization. Significantly, there exist numerous reviews considered through performance evaluation determination using different subjective level assessments, personnel welfare, objective production, peer reviews, and amount of objects manufactured (Abraham, 2014).Historically, many organizations undertake workers evaluation annually, or in a span of the initial three to six months of the new employee’s recruitment in the organization.Some firms move toward smaller cycle evaluations to identify an area of interest or issues existing among workers and their performance.The ancient employer’s main aim for performance appraisals appears to emphasize on the notion of assessing workers success and performance, however, many elements in this method that challenge the exercise. In addition, appraisals focus on developing better communication amongst workers and employer, clarification and conveying supervisors and managers expectations to offer official stage to air problems affecting performance of employees, detectinginspirational tools and methods, endorsing trust to strengthen employees’ relationship with employers and the supervisors, and planning future goals as well as endorsing future success of the organization. Since performance appraisals are standard, workers might never be conscious of many aims and intentions of the employer.
LINE MANAGERS’ ROLE IN PERFORMANCE APPRAISAL 6Markedly, several performance appraisals methods provide a background in addressing circumstances consequential from several optional jobs organizations, as well (Abraham, 2014).The contract employees and freelancers frequently accomplished according to project basis; however, if employees work regularly, it may necessitate and useful to designated the course to appraise the continuing relationship amongst as contradicted to addressing issues existing in individual workers’ project. Performance appraisal theoriesSocial exchange theoryIntrinsically, Social exchange theory was first broadcasted through scholars such as Emerson in 1970s. Conferring to social exchange theory, individuals interact for some time, and develop the urge to counter assistance and support for other person, are also referred to as reprocity custom. Practically, individuals feel a solid urge to return favors. Certainly, individuals sense more motivation to return a favor more than supporters actually predicted.This norm can provoke bitterness in relationships. For instance, if individuals provide an inconvenient support, that does not benefit the other person, there is a major expectation but minor favor in return. This tends to provoke bitterness hence compromising trust and relationshipstability with the parties involved. StrengthsThis theory is simple; it allows most people to appreciate its general norms and share them.
End of preview
Want to access all the pages? Upload your documents or become a member.
Related Documents
Concepts of Human Resource Managementlg...
|74
|2903
|51
Strategic Human Resource Managementlg...
|7
|1199
|156
BUSM3310 - HR Management- Case Studylg...
|9
|1797
|78
Organizational Behavior and HR Managementlg...
|7
|1158
|167
Human Resource Management Assignment Nandoslg...
|25
|6401
|58
Strategic HRM management Assignment 2022lg...
|8
|2243
|11