Developing and Managing Performance: Appraisal System and High Performance Work System

This report discusses the importance of performance appraisal system and high-performance work system in improving organizational performance. It covers topics such as aim setting, immediate feedback, long-term strategies realignment, and appraisal management. The report also highlights distinct methodologies incorporated by Waiting List Manager at Wellton NHS Trust to lower poor performance of their workers. It concludes with recommendations for top managers to maximize their performance management.

RUNNING HEADER: Developing and managing performance
Developing and managing performance
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RUNNING HEADER: Developing and managing performance
Executive summary
Over the years the organization considers appraisal to be a vital strategic, high performance and
human capital impacting the constituent of human resources management practices (Ahmad &
Bujang, 2013, p.6-7). The appraisal system in a particular organization can be specifically and
potentially designed with the core objectives of a company's goals. In this case, the workers are
greatly motivated and thus ensuring proper management of the performance.
It measures workers achievements and behavior through the use of techniques such as the 360-
degree approach.
Conversely, the report extensively covers other sections revolving around aim setting, immediate
feedback on long-term strategies realignment and appraisal management in an organization.
Basically, it assists employees to perform as the expected set standards and criterion directed by
the employer in order to meet their planned objectives (Anstey, Riggar, & Walker, 2017, p.66).
The report also covers the distinct methodologies incorporated by Waiting List Manager at
Wellton NHS Trusin order to lower poor performance of their workers. This is done to improve
quality service delivery to the available guests. The outcome is gaining positive immediate
feedback from the clients on matters regarding their art of service delivery. Additionally, this
report has highlighted key recommendations in which top managers can maximize their
performance management such as communication improvement, training, increased manager
support, motivators, rewards and diversification of employee recognition and delegation of
duties.
Introduction
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RUNNING HEADER: Developing and managing performance
This report typically focuses on measurement of approvals as a performance management tool
for the entire hospital setting in order to improve and lower negative views. This particular report
highly considers understanding the importance of setting objectives and feedback (Boachie-
Mensah, & Seidu 2012, p.77). Furthermore, it will recommend ways and methods that
incorporates or integrates high-performance work system for head of clinical support department
in the hospital
It will include;
 Motivation
 Offering rewards and high recognition of employees
 Use of training programs
According to Smith (2013,p.99), various critical researchers indicates that the effective
performance appraisal systems contribute to several significant results of work operations, for
instance, improved workers' productivity and job quality, career satisfaction, increase in
commitment and loyalty among the existing employees. Organizations headed by managers such
as Waiting List Manager at Wellton NHS Trus and hospital forms of performance appraisal
system in order to maximize the merits of both the appraisers and appraise. These include all the
stakeholders' interest of the hospital such as customer service at the waiting room, consultation
services and quality treatment in the hospital setting. The key detriments of the appraisal system
have been critiqued on the basis of both employer and employees such as the head of clinical
support and nurses.
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RUNNING HEADER: Developing and managing performance
Conversely, individual-focused performance appraisal have been continuously seen as the key
measurement of personal differences within the organizational practices (Brown, Hyatt, &
Benson 2010, p.376). The individual employee thus has the ability and role to influence
activities accomplished in the firm.
2.1 theory of performance appraisal
Performance appraisal system is highly utilized as a key tool and deemed critically by various
firms as a management practice in order to leverage the human labor capital in a required
direction so that to ensure effectiveness and efficiency
In the hospital , performance appraisal can be critically evaluated by conduction of
questionnaires, surveys and observations strategies on staff such as Head of clinical support and
nurses in the consultant and medicine field This perspective is quite important since it will assist
the contemporary firm to highly evaluate the employees who greatly adapt and achieves the key
objectives and purposes in distinct aspects of the constantly changing business environment
(Fletcher, & Williams, 2013, p.88). As a matter of fact, it promotes the great improvement of the
firm's overall performance by use of the aggregation techniques of each employee diversification
adaptability. However, in some instance considering individual performance is deemed to offer a
distraction to the firm from continually developing in a systematic manner
Individual appraisal tools are highly evaluative and developmental in nature, hence assisting
managers to implement their personal informed decisions so as to contribute to the improvement
of the performance revolving around worker acquiring knowledge and skills. This is for the
betterment of their job career by use of motivation and efficient training skills
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RUNNING HEADER: Developing and managing performance
In the case of this hospital, the organization is restructured into great interdependent group
teams, where members are provided with sole responsibilities of proper allocation of operations,
employee recruitment and offering disciplinary action usually carry out an appraisal on the basis
of each teams output. Top managers will set the target and access the appraisal performance rate
by correct utilization of various multi-rate evaluation strategies, appraising the entire team and
finally rewarding on equal terms (Daoanis, 2012, p.58). The superior performer is motivated
greatly and internal appraisal of each member highly acknowledged within the group team.
This appraisal system will play a huge role in the hospital to achieve its aims rather than on an
individual platform. It will achieve its total quality management and informed changes in the
firm with the efficient teamwork incurring relatively low costs.
Team-based appraisal as a tool is more efficient. The hotel will maintain the reliability and
validity of high performance for the entire team. It demonstrates fairness and precision thus
ensures the confidence of managers in the decisions making process. It also helps workers to
acquire strong correlation between their colleagues, maintenance of group evaluator scores thus
ensuring positive interrelationships between the elements of task operations in the whole hotel
(Fletcher, & Williams 2013, p.77).
Upward or peer appraisal is utilized as a tool that is satisfactorily efficient to rate and appraise
the performance of an individual manager by use of the subordinate technique. The ratings
issued by this tool is a significant agenda in the implementation of these appraisal systems in
order to ensure acceptance of performance appraisal for the hospital. It is integrated through
managers improving the key leadership values through the distinct ratings provided by staff
peers thus ensuring good objectives.
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RUNNING HEADER: Developing and managing performance
It can be integrated when the Waiting List Manager at Wellton NHS Trus receives a critical and
immediate response when facilitation of departmental communication by the peers. The manager
in this instance attempts to support and improving alternative strategies.
The hospital can integrate this system by managers utilizing various surveillance domains like
collecting client feedback and recording their staff-customer talks in order to ensure immediate
feedback on the process performance of its high esteemed employees.
For instance, Waiting List Manager at Wellton NHS Trus in the hospital should integrate counter
staff observation checklist where workers are usually based on several surface acting skills. Like
for example waiters have a casual smile while greeting, be pleasant and voice audibility and also
maintenance of eye contact when conversing with the customer who is making the order. This
pleasantly is important since it enables customers to complete an appraisal file report utilized to
appraise the workers. This particular methodology is important in increasing profit volumes by
decreasing time and cost of employees being rewarded.
How and to what extent performance appraisals might improve organizational
performance (in ‘theory' and in ‘practice'
This is an important part of the HRM contribution to a firm.
Improvement of decision-making ability
The organization acquires detailed information on the overall performance of a worker hence the
decision-making process becomes quite simple. Filling up vacant potions with other personnel
strengthens the organizational framework and ensures called for loyalty. The informed decision-
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RUNNING HEADER: Developing and managing performance
making process is accomplished by managers without employee limitation this increases
efficiency and total focus.
Performance appraisals assist the managers to acknowledge the weaknesses, opportunities, and
strengths of workers. By understanding this they will be able to plan for the future goals and how
to develop skills of workers in the long run. It also creates a deep link and interrelationships
between the worker's expectations and work success (Goel 2012, p.111). They maximize benefits
by creating rapport between the top management and workers, raises work satisfaction and
offering a sense of loyalty and fulfillment. It increases workers morale and optimizes on
organizational productivity levels.
It also maximizes on the expert insight by making clear on an exchange of ideas, behaviors and
solving organizational conflicts
2.1 practice consideration. The characteristics of effective and ineffective appraisal design
and implementation
 Objectives must be clearly stated. The aims should be clear to understand and highly
specific. It will have the specific attributes in order to be incorporated with the workers
job description
 The data set should be both valid and reliable. It must give dataset that is more consistent
and ensure validity. The information should be utilized to serve the aims of successful
based planning.
 The performance design criteria should be well defined. It should strictly adhere to the
available forms, rules and the correctly set procedural frameworks. In order for it to be
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RUNNING HEADER: Developing and managing performance
much effective, a performance appraisal design should ensure that it follows up the
criteria and maintain the standards.
 It must be economical and consume less time. This means that effective appraisal design
should neither be expensive nor incur high initial cost during implementation. It should
also be able to save on time in order for the management to be able to carry out other
plans and practices. This is done in so as to maximize on the benefits acquired by the
entire organization
 Must initiate follow-up. A post appraisal performance system design must establish a
correct set of arrangement so that the existing staff and workers acquire consistent and
immediate response from the organization top managers and supervisors, It also enables
the company to be able to; learn new things regarding the challenges and problematic
issues which might be currently arising thus increasing their awareness to sustain a
proper training program.
 Must acknowledge feedback and participation
 Effective appraisal system should create an environment of mutual trust and cooperation
An ineffective appraisal system does not satisfy any of the above characteristics. It is less
standardized, unrealizable, less confident and not object-oriented.
The effective appraisal implementation are customer oriented
Customer-based appraisal tools integrate it via customer care programs that highly spread in
private firms. This evaluates the performance of a worker standard through the use of consumer
feedback and appraisal of staff. It is integrated through a collection of primary data set utilizing
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RUNNING HEADER: Developing and managing performance
techniques such as online surveys, customer cards, and interviews with clients and completion of
questionnaires.
An effective performance appraisal goes to a large extent in the elimination of bad behavior and
job quality challenges in an organization. It also in a great extent helps to motivate employees to
increase their active participation (Gittell, Seidner, & Wimbush 2010, p.490).
Must initiate follow-up to improve communication regarding strategies, alternatives and any
challenge to enable managers to come up with solutions. Challenges that arise in a firm as a
result of poor communication between top managers, supervisors, and employees can be solved
by the integration of an effective performance appraisal. It promotes meetings that make
employee have better understanding and confidence in conducting his/her duties
Must acknowledge feedback and participation
An appraisal is considered as the typical opportunity to focus on long-term strategic goals
making orders to be of great use of feedback. The employee feels appreciated and pleased thus
giving away to diversify his professional path. Active commitment leads to the inspiration of
loyalty, commitment and job satisfaction thus contributing to the overall performance.
Encouraging efficient work and improvement. It celebrates a work well done. It diplomatically
and timely evaluates the key areas that require improvement.
3.1 theory define HPWS
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RUNNING HEADER: Developing and managing performance
A critical evaluation of the components of a high performance work system
This is typically referred to as the given sets of management practices which ensure the creation
of a conducive environment within a firm where the workers have high involvement and play
various roles. It also involves a combination of a set of specific human resource management
practices, job structures and various continuous process that optimizes workers knowledge,
ideas, skills, loyalty and the art of flexibility nature (Katzenbach, & Smith 2015, p.99).
It has several components in the entire system. The first component involves the concept of
increased opportunity in the participation of the process of decisions. The capability of workers
to involve themselves in decisions is deemed to be a vital element of High-performance
frameworks. This is because it allows the worker to carry out informed decisions that impact
their effective conducive environment thus influencing the whole company (Kehoe & Wright,
2013, p.380). This component enhances the sense of empowerment for workers thus increase
their commitment and loyalty levels.
Another component is training. This particular training enables workers to acquire appropriate
skills in order to carry out activities in an efficient way. It improves their opportunities thus
giving the firm a golden chance to cross train their high caliber personnel impacting them with
distinct skills and roles that increase their level of understanding on how to perform their duties
diligently.
These components assist in the preparation of employees and firms to promote a successful high-
performance work system implementation and operation.
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RUNNING HEADER: Developing and managing performance
Another component is the concept of employee incentive. Some of the incentives include profit
sharing, bonuses and time offs that improve the benefit acquired by the workers and the firm as a
whole
There also exists the component of technology which considers a key element for the overall
development of a firm. With HPWS, technology offers necessary infrastructure important for
communication and link of vital information for sharing of organizational performance. The
basic components of HPWS include;
1. high labor flexibility
2. Involvement
3. Great commitment (Krats & Brown 2013, p.410).
3.2. How the appraisal discussion should be integrated with other management tools and
techniques to support performance development within an HPWS (2 recommendations)
Its major aim is to evaluate the outcomes acquired prior to the main purpose since it emphasizes
how people have led to the group work based on the of the hospital role play. The given
appraisal discussion needs relatively high integration with various management tools and
techniques in order to diversify the employee performance effectively. For example, the poor
performing in the hospital should be constantly evaluated by co-employees, managers, peers and
low-level workers in order to monitor the performance of an employee (Kuvaas 2011, p.123).
Their immediate feedback will be advantageous for the employees to ensure quality service
delivery. It is evident that the hotel gets poor level reviews from customers based on customer
service and room and food cleanliness. Therefore, with performance appraisal feedback is
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RUNNING HEADER: Developing and managing performance
acquired thus helping a manager to get the staff performance for the support of HPWS. The hotel
should empower the staff in order to render quality services delivery own their own behalf so as
to fully offer customer satisfaction.
Recommendations
There exist several recommendations for raising the effectiveness of performance management
and HPWS frameworks of this organization (Razi & More 2010, p.55). They include open
communication channels, proper training, continued support for top management, use of
extrinsic motivator tools like recognizing aspects, maximum responsibilities and also
strengthening the connection between performance level and reward.
With open communication system, Waiting List Manager at Wellton NHS Trus can be able to
effectively communicate some weak parts that need improvement and offering of the job training
strategies to promote skills (Smith 2013, p.45). This will increase the capabilities and
acknowledgment of Cavendish hotel staff thus offering quality services in the entire hotel
premise.
The recommended strategies which would easily integrate the hospital in order to enable a high-
performance work system includes approaches such as empowering both the workers and staff.
This is done in order for them to partake effective and significant judgment (Thurston & McNall
2010, p.202).
Conclusion
It can be evident that performance management is a significant component at the job place since
it offers a given level for top managers to evaluate the performance of workers. As noted they are
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RUNNING HEADER: Developing and managing performance
able to identify if the existing staff members are meeting the anticipated expectations and future
goals of the overall organizations (Zheng, Zhang, & Li, 2012, p.740). Therefore, in this case,
performance appraisal as a tool and high-performance work system are important tools ought to
be established by the hospital so as to measure the performance of employees on the given time
horizon. Consequently, this particular report indicates the key significance of setting various
aims, strategic goal realignment and immediate feedbacks in appraising the staff. In addition, this
report has recommended various methods and long-term strategies which ought to be integrated
into high-performance work system (HPWS) for the existing hospital.
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RUNNING HEADER: Developing and managing performance
References
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RUNNING HEADER: Developing and managing performance
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