Organisational Behaviour

Running head: ORGANISATIONAL BEHAVIOUR
Organisational Behaviour
Name of the Student
Name of the University
Author’s note

ORGANISATIONAL BEHAVIOUR
Table of Contents
Introduction....................................................................................................................................2
Part a: an Analysis of Lea Restrepo and Carles Nadal’s Situation.................................................3
1. Explanation of their behaviour...............................................................................................3
2. Advice to Lea and Charles.....................................................................................................9
Part b: Personal reflection............................................................................................................12
Conclusion....................................................................................................................................15
Reference......................................................................................................................................16
1

ORGANISATIONAL BEHAVIOUR
Introduction
Performance appraisal is the process by which a company provides rewards and
appreciation to the employees who have put in their efforts in achieving the objectives of the
business in the previous year (Dusterhoff et al. 2014). It is an assessment of the skill, talent,
knowledge and cognitive inputs that the employee has provided in doing his or her job. The
performance of an organisation is collectively based on the performance of the people who are
associated with the company. As there are positive aspects of performance appraisals like
increment in remuneration, promotion in position, improved motivation to put in the best efforts
etc there are also a number of negative aspects as well. People may be disheartened and de-
motivated if their appraisal is not as per their expectation; the results of the appraisal may also
give rise to conflict situations leading towards an unhealthy work environment (DeNisi and
Smith 2014). The human resource department of an organisation is responsible to developing
the policies and framework of performance appraisal. There are a number of tools and
frameworks that are developed over the years which help the management in deciding the
performance of the employee. 360 degree feedback, graphic rating scale method, ranking
method, essay method, Field review method, BARS, Management by objectives etc are some of
the common methods (Aggarwal and Thakur 2013). Some of the listed methods are traditional
however some are new, based on the nature of the work and the business the human resource
department develops or adapts a framework that is best suited for the employees. Business
organisations deem their employees to be one of the most important stakeholders and thus it is
important to ensure that the employees are provided with what they deserve (Dusterhoff et al.
2014).
2

ORGANISATIONAL BEHAVIOUR
This report focuses on the performance appraisal of a financial institution or bank. A
bank is an organisation that has a number of divisions in operations and hence accordingly the
performance appraisal is done. It has been indicated that there is a self-assessment process
where the employees get an opportunity to access one self and can rate themselves from poor to
outstanding. This report will focus on two employees, the first part of the report is an analysis of
their situation and the second part of the report is a reflection.
Part a: an Analysis of Lea Restrepo and Carles Nadal’s Situation
1. Explanation of their behaviour
From the case studies that has been provided regarding Lea and Charles it is clear that
the two people are distinctly different from one another.
Difference in between Lea and Charles
Lea is a confident person and that has always been her positive aspect the fact that she
was given the position she is in is because the confidence that she had portrayed during her
interview. Her knowledge and skill requirement for the position during the time of recruitment
was assessed as buildable and as a management trainee it is expected for her to do mistakes and
learn from them. Under the supervision of the seniors it is expected for a management trainee to
learn and grow however fro Lea things have not been as positive as anticipated. Assessing her
for 18 months it has been observed that the confidence that has come across during the time of
interview was rather over-confidence. This aspect of her behaviour takes away from the
achievements that she has made for the past year. First of all the fact that she had confidently
said that she will receive merit score in her final semester has back fired as she has scored on
average grades and then there has been incidents where she has confidently done something that
3