University Report: Managing Employee Performance Strategies

This report delves into the critical aspects of managing employee performance within modern organizations. It emphasizes the significance of evaluating employee capabilities and formulating effective growth strategies. The report explores the impact of training on performance appraisal, highlighting the need for training programs to meet employee developmental needs and improve their skills. It also addresses the issue of rater bias, identifying various types such as halo effect, horns effect, central tendency, leniency bias, and strictness bias. The report suggests techniques to eliminate these biases, such as providing raters with training on effective evaluation methods, using a balanced set of success factors, and differentiating performance parameters to ensure accurate and fair assessments. References to relevant academic sources are included to support the analysis.

Running head: MANAGING EMPLOYEE PERFORMANCE
Managing Employee Performance
Name of the Student
Name of the University
Author Note

1MANAGING EMPLOYEE PERFORMANCE
The importance of measuring the performances of the employees in the modern
business context is significantly crucial for the managers of the organizations as that enables
them to have the idea of the capabilities of their employees. The effective evaluation of the
performances of the employees enables the managers of the organization to formulate the
growth strategies in an efficient manner. The paper is focused in the elaboration of the
strategies for the performance appraisal feedback with a precise focus on the impact of the
training. Apart from this, the paper also evaluates the existence of the rater bias and identifies
the techniques for the elimination of the rater bias.
Impact of training:
For appraising the performances of the employees, the managers of the company have
the responsibility of evaluating the performances of the employees. While evaluating the
performances of the employees, the company needs to make sure that they provide the
opportunity to the employees for a flawless operations inside the organization. Under such
situation, the company is expected to meet the developmental needs of the employees so that
the performances of the employees that the mangers are expected to evaluate, is not subjected
to any sort of constraints (Cascio, 2015). Hence, in order to introduce a new appraisal system,
the managers of the organization are required train the employees in best way possible for
evaluating their performances.
Value of Training:
As mentioned earlier, the process of the evaluation of the performances of the
employees will be significantly logical for all the employees of the organization if the
employees are provided a certain base for the portrayal of their improved performances. The
training serves that basis for the managers of the organization as that enables the employees
to gain the primary knowledge and meet the developmental needs of them. The evaluation of

2MANAGING EMPLOYEE PERFORMANCE
the performances of the employees after the training will enable the employees to show the
improvement in their performances which will help them in achieving better ratings in the
appraisal (Elnaga & Imran, 2013).
The training will be conducted for the employees of the organization to educate them
regarding their basic operations and at the same time, it will also be crucial for the employees
improving their skills and the competencies in conducting complex tasks within competitive
deadlines.
Type of training program:
The type of training required for the employees of the selected organization, Matrix,
is practical job based trainings where the main objective of the employees of the organization
will be to improve their skills and the level of competency in increasing the quality in the
services of the employees. With a precise focus increasing level of competition, the training
is also expected to improve the capability of the employees of the organization in increasing
their production. The training needs to have specific objectives and the activities are required
to be achievable with the available resources and in addition to this, the key performance
indicators are needed to be established for measuring the success of the employees in
completing the activities within the given deadline.
The training needs to be conducted by professional trainers with active supervision of
the human resource manages of the selected organization.
Rater Bias:
There are five different types of rater bias that can affect the evaluation of the
performances of the employees in the selected organization which are the halo effect, horns
effect, central tendency, leniency bias and strictness bias (John Bernardin et al., 2016).

3MANAGING EMPLOYEE PERFORMANCE
The effective management of the impact of these biases are crucial in providing
quality assessment of the performances of the employees inside the organization. The rater
with these sorts of biases are in need to undergo the training of effective evaluation of the
employees’ performances. During the training of the raters, they will be subjected to evaluate
the performances of the employees depending on various parameters of the performances.
The employees will be provided a moderate set of success factors which influences the rater
to have a balance in his or her assessment to make sure that the evaluation of the rater is not
affected by the leniency bias or the strictness bias (Wesolowski, Wind & Engelhard Jr, 2015).
In addition to this, the set of success factors are expected to have various ratings for different
qualities and the training of rater is in need to be designed in such a manner where the rater
will provide different ratings for the various qualities of the employees to avoid the central
tendency bias. Apart from this, the precise differentiation of the various parameters of the
performances of the employees and accurate ratings for the different parameters will be
crucial for the raters in eliminating the detrimental impact of the horns and halo effect.

4MANAGING EMPLOYEE PERFORMANCE
References:
Cascio, W. F. (2015). Managing human resources. McGraw-Hill.
Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European
Journal of Business and Management, 5(4), 137-147.
John Bernardin, H., Thomason, S., Ronald Buckley, M., & Kane, J. S. (2016). Rater rating‐
level bias and accuracy in performance appraisals: The impact of rater personality,
performance management competence, and rater accountability. Human Resource
Management, 55(2), 321-340.
Wesolowski, B. C., Wind, S. A., & Engelhard Jr, G. (2015). Rater fairness in music
performance assessment: Evaluating model-data fit and differential rater functioning.
Musicae Scientiae, 19(2), 147-170.