Fairleigh Dickinson University MGMT 3700 Exam 2: HR Assignment

This document provides a comprehensive solution to an exam focusing on Human Resource Management, addressing key aspects of performance evaluation and training needs analysis. The assignment includes detailed answers to questions regarding the importance of goal-setting meetings in performance evaluation systems and the elements of the performance management cycle. It also explores biases in performance evaluations, such as leniency and halo effects, and suggests methods like the 360-degree review to mitigate these biases. The document further delves into the evaluation of training programs using the Kirkpatrick model and the significance of Training Needs Analysis (TNA) for effective training interventions, emphasizing the ICE framework. Overall, the assignment offers valuable insights into the practical application of HR principles and best practices in performance management and employee development.

Running head: HUMAN RECOURSE MANAGEMENT
Human Recourse Management
Name of the Student
Name of the University
Author Note

1HUMAN RECOURSE MANAGEMENT
Table of Contents
Question 2:.................................................................................................................................3
Question 4:.................................................................................................................................3
Question 5:.................................................................................................................................4
Question 6:.................................................................................................................................4
Question 9:.................................................................................................................................5
References:.................................................................................................................................6

2HUMAN RECOURSE MANAGEMENT
Question 2:
With a close look at the situation, it is evident that the traditional performance review
process will require the setting of benchmark for the employees. The benchmark will play an
important role in educating the employees regarding the expectations that the company is
having from them and the quality and quantity of the performances which will be regarded as
better than the average and sufficient for rewards. The employees performing the traditional
performance review also have the necessity to obtain sufficient information regarding the
quality and quantity that should be recognized as extraordinary as that will enhance their
comfort in conducting appropriate evaluation. On the other hand, the lack of communication
regarding the parameters and the objectives of the performance evaluation will force the
employees towards faulty evaluation and that will enhance the necessity of intervention from
the part of the senior managers (Campbell). Hence the goal setting meeting between the
employees responsible for the conduct of the traditional performance review and the
managers is much required.
Question 4:
The performance management cycle has different elements in it and they are
Performance planning, performance monitoring or evaluation, development and rewards or
recognition (Mone, London, and Mone). The performance planning section is involved in the
formation of the goals and the definition of the individual success metrics. On the other hand,
the performance evaluation stage is considered to be the stage anchoring the entire process.
During the stage, the performances of the employees is evaluated with a precise look at the
developed goals. On the basis of the evaluation, the poor performers are identified and placed
for further development in the developing stage. On the other hand, the employees who have
performed well above the benchmark, will be recognized with rewards. Performance

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evaluation is the stage which collaborates with the other three as the stage has the basis on the
framed objectives of planning stage. Along with that, the outcome of the evaluation stage
decides whether a performer is poor or extra- ordinary and on the basis of the same, the
employees are either sent for further improvement or for rewards.
Question 5:
Leniency bias results in unnecessary and unjustified praises on the performances of
the employees. Central Tendency bias results in rating better and poor performance at the
intermediate position as average performance. Halo effect leads the raters towards a faulty
performance evaluation which is primarily based on one positive aspect of the performances
of the employees. The MBO approach on performance evaluation withy the provision of the
360 degree performance evaluation is pretty significant in closely monitoring the
performances of the employees on the basis of the results (Vinogradova et al. 241-246).
Along with that, the approach ensures that the employees strives for the achievement of their
goals which is the derivative of their managers’ goals. The managers monitor the
performances of the employees and provides feedback to the employees and in such situation,
the intermediate line managers’ comments as a part of the 360 degree evaluation of the
performance enhances the ability of the senior managers in avoiding the above mentioned
biases. For the improvement of the performance evaluation system in tackling the above
mentioned biases, the provision of 360 degree review is considerably important.
Question 6:
The evaluation of the success of the training program will be evaluated with the
application of the model consisting of four stages such as Reaction, Learning, Behaviour and
Results (Kirkpatrickpartners.com). During the reaction stage, the favourableness, engagement
and relevancy of the training to the operations of the participants will be analysed. Secondly,

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the degree of knowledge, skills, competency and confidence acquired by the participants with
their participation in the training will be checked. The ability of the participants in applying
the gained skills and knowledge when they return to their operative positions will be assessed
at the behaviour level. The results level will analyse the ability of the participating in
achieving the targeted outcome. Considering the selected example, reaction will speak about
the employee’s consideration on the relevancy of the training, learning will speak about the
gained knowledge, behaviour will speak about the application of the knowledge and results
will show the outcome of the training.
Question 9:
Training Needs Analysis is important for effective training as it provides suitable
scope to the trainers to identify the factors or aspects which require improvement (Ferreira,
da Silva Abbad and Mourão 32-49). The three step Training Needs Analysis will be based on
the ICE framework which stands for Isolation, Consultation and Evaluation. Isolation ensures
the identification of the problem and the consultation with the trainees is important in
gathering information on why that is a problem for the employees. Evaluation is focused on
the practical and unbiased assessment on whether it is a problem for the employees through
evaluating their performances. The third stage is most important as it unbiasedly evaluates the
performance of the employees for the identification of the actual problem that requires
training intervention.

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References:
Campbell, John P., and Brenton M. Wiernik. "The modeling and assessment of work
performance." (2015).
Ferreira, Rodrigo R., Gardênia da Silva Abbad, and Luciana Mourão. "Training needs
analysis at work." The Wiley Blackwell handbook of the psychology of training,
development, and performance improvement (2015): 32-49.
Kirkpatrickpartners.com. Philosophy, Our, and The Model. "The Kirkpatrick Model".
Kirkpatrickpartners.Com, 2020, https://www.kirkpatrickpartners.com/Our-
Philosophy/The-Kirkpatrick-Model.
Mone, Edward M., Manuel London, and Edward M. Mone. Employee engagement through
effective performance management: A practical guide for managers. Routledge, 2018.
Vinogradova, Marina V., et al. "The Use of MBO (Management of Objectives) Method of
Attraction and Evaluation of Effectiveness of Investments to the Tourism and
Hospitality." International review of management and Marketing 6.2S (2016): 241-
246.