Project Management Report: Performance Appraisal Strategies Evaluation

This report examines performance appraisal strategies within project management, focusing on methods used to evaluate employee performance in a retail setting. It explores techniques such as Management by Objective, Behaviorally Anchored Scale Bar (BASB), and the critical incident method, analyzing their advantages and disadvantages. The report recommends the use of BASB for its effectiveness in evaluating sales performance, emphasizing its ability to combine behavioral and performance data to provide a more accurate assessment of individual employee contributions. References to relevant academic literature support the analysis, providing a comprehensive overview of performance appraisal practices.

Running head: PROJECT MANAGEMENT
Project Management
Name
Institutional Affiliation
Date

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Introduction
Performance appraisal strategies refer to the methods used in the evaluation of the
performance of the employees of a given organization during a given period with purpose of
improving performance of employees (Bano, 2018). Appraisal performance methods when
embraced by any organization, however, will tend to increase the performance of any business.

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Appraisal Methods
Used
Advantages and
Disadvantages
Recommendation
Management by
objective
management by the
objective of the retail
shop technique. In
this technique, the
manager evaluates
the aim of the
organization and
assign a given staff to
achieve the desired
goal (Greene, 2018).
The manager uses
this method for
measuring the
contribution of such
staff. The advantage
I would
recommend the retail
shop to use the
behaviorally
anchored scale bar in
evaluating the sales
performance of the
retail shop (Jelley,
2016). This is
because of the most
effective method
(Rosen et al., 2017).
It is a combination of
both the rating scale
and evaluation used

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of this technique is
that it consumes less
time and cost.
in the past (Vivares et
al., 2016). The results
of the outcome are
more correct as
compared to the
listed methods us
evaluating the
performance of the
sales employees
(Harrington & Lee,
2015). The precise
outcome of the
performance of the
employees is
obtaining by
evaluating the
behaviors of the
individuals and also,
the performance
(Davis et al., 2016).
Through these two
analyses, individual
employee
Behaviorally
Anchored Scale Bar
Behaviorally
Anchored Scale Bar
(BASB) is another
technique used in the
evaluation of sales
performance of
employees (Hassan,
2016). BASB
involves the
evaluation of the
employee’s
performance based on
performance and the
behavior of
employee’s sales
(Tziner & Rabenu,
2018). The
department of human
resources in most
organization involves

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rating the
performance of the
employees as either
good, poor, or
average (Mone &
London, 2018). The
disadvantage of this
technique is that it is
expensive than other
techniques
(Mulvaney, 2019).
The advantage of this
method is the precise
nature of the
outcome.
performance can be
categorized as either
good bad or poor.
Critical incident
method
Also, the
critical incident
method is another
appraisal method
used in evaluating the
performance of the
sales employees
(Olson et al., 2018).

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It involves
performance
evaluation of the
employees based on
several incidents
where the employees
of the retail shop
performed excellent
work (Sloman, 2017).
Managers should,
however, evaluate
various incidents
(Grant, 2016). The
advantage associated
with the technique
is in providing data
on the performance
of the employees
hence contributing
towards their
improvements.

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References
Bano, A. (2018). THE IMPACT AND EFFECT OF PERFORMANCE APPRAISAL ON
EMPLOYEE MOTIVATION-THE CASE OF TURKISH NON-GOVERNMENTAL
ORGANIZATIONS (Doctoral dissertation, ISTANBUL AYDIN UNIVERSITY
INSTITUTE OF SOCIAL SCIENCES).
Cacciolatti, L., & Lee, S. H. (2016). Revisiting the relationship between marketing capabilities
and firm performance: The moderating role of market orientation, marketing strategy and
organisational power. Journal of Business Research, 69(12), 5597-5610.
Davis, T., Cutt, M., Flynn, N., & Mowl, P. (2016). Talent assessment: A new strategy for talent
management. Routledge.
Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley &
Sons.
Greene, R. J. (2018). Rewarding performance: Guiding principles; custom strategies. Routledge.
Harrington, J. R., & Lee, J. H. (2015). What drives perceived fairness of performance appraisal?
Exploring the effects of psychological contract fulfillment on employees’ perceived
fairness of performance appraisal in US federal agencies. Public Personnel
Management, 44(2), 214-238.
Hassan, S. (2016). Impact of HRM practices on employee’s performance. International Journal
of Academic Research in Accounting, Finance and Management Sciences, 6(1), 15-22.

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Jelley, R. B. (2016). Working With Social Comparisons in the Appraisal and Management of
Performance. Industrial and Organizational Psychology, 9(2), 288-296.
Mone, E. M., & London, M. (2018). Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Mulvaney, M. A. (2019). An Examination of Training Design Strategies in a Pay-For-
Performance Appraisal System Online Workshop. International Journal of Public
Administration, 42(1), 1-13.
Rosen, C. C., Kacmar, K. M., Harris, K. J., Gavin, M. B., & Hochwarter, W. A. (2017).
Workplace politics and performance appraisal: A two-study, multilevel field
investigation. Journal of Leadership & Organizational Studies, 24(1), 20-38.
Olson, E. M., Slater, S. F., Hult, G. T. M., & Olson, K. M. (2018). The application of human
resource management policies within the marketing organization: The impact on business
and marketing strategy implementation. Industrial Marketing Management, 69, 62-73.
Sloman, M. (2017). A handbook for training strategy. Routledge.
Tziner, A., & Rabenu, E. (2018). Improving Performance Appraisal at Work: Evolution and
Change. Edward Elgar Publishing.
Vivares-Vergara, J. A., Sarache-Castro, W. A., & Naranjo-Valencia, J. C. (2016). Impact of
human resource management on performance in competitive priorities. International
Journal of Operations & Production Management, 36(2), 114-134.