4-3 Final Project - Milestone Three PDF

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OL-211-J3022 Human Resource Management...

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4-3 FINAL PROJECT: MILESTONE THREE

4-3 Final Project: Milestone Three Todd Foster Southern New Hampshire University OL-211-J3022 Human Resource Management 21EW3 Professor Dana W. Moss, MSA, PHR January 30, 2021

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4-3 Final Project: Milestone Three Evaluation: Performance Management Performance management programs can be used in every area of HRM, such as pay decisions, transfers, layoffs, promotions, and more (Snell et al., 2015, p. 8.1a). Both need to align with the organization’s strategic plan to be effective. A developmental performance management system will benefit Maersk and their employees the most. Maersk is a company that requires specific types of training and evaluation, so the performance management programs need to focus on employee development. Evaluation: Performance Appraisal There are various performance appraisal methods, which are trait, behavioral, and resultsbased. It is best to see which one meets an organization’s objectives and strategic plan. The trait method focuses on specific employee characteristics (or traits), such as leadership, reactivity, initiative, and dependability. The downside is they can be too subjective and biased (Snell et al., 2015, p. 8.3a). The evaluation can be a checklist with ratings like needs improvement, satisfactory, excellent, and a comment section. This system will work well with Maersk’s Customer Service – CARE Business Partner division. The behavioral method addresses specific actions related to the job at hand. The disadvantages come in when this method is too time-consuming and costly to develop (Snell et al., 2015, p. 8.3b). Maersk needs to have those exceptionally well defined in every job description, which will protect the organization if legal action is taken against Maersk. A good example of this method will be if one of the essential skills is “creativity.” This identifier will have to be listed as a behavioral competency on the appraisal evaluation form. There must be a clear definition for the employees and the appraisers for the skill sets needed. The definition

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should include the skills, behaviors, and performance the employees need to demonstrate competency in that area (“Example of a behavioural competency in a performance appraisal,” 2013). This evaluation method would work well for Maersk’s marketing division and in customer service. The results-based method looks at the accomplishments of employees demonstrated in their work. This evaluation method tends to be more objective and lends heavily to employee empowerment. Encouraging a short-term perspective and deficient criteria are some of the disadvantages of this method (Snell et al., 2015, p. 8.3b). Reviewing data on sales figures is very objective. A great example of a results-based method would be something Maersk could use for their sales departments. Evaluation: Suited Appraisals The best-suited appraisal for the Maersk Customer Service CARE Business Partner would be the behaviorally anchored rating scale or BARS. The reason being that it “combines the advantages of qualitative trait ratings with the accuracy of quantitative behavior ratings” (Burch, 2018). It is best to use a tool that will cover both areas typically required for customer service representatives. In this way, one can get more of a complete picture of the employee’s job performance. Customer service needs to deal directly with customers, which is behavioral, and specific tasks and steps must be taken to facilitate helping the customers through to a resolution. Evaluation: Performance Scales Various performance rating scales can be used in organizations, including graphical rating scales, letter scales, and numeric scales.

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The behaviorally anchored rating scale (BARS) is a type of graphical rating scale that uses several vertical scales. Graphical rating scales are used to rate the individual’s characteristics, degree of performance dimensions and those dimensions are defined briefly as points on the scale. The subjectivity bias factor can be reduced when the scale points and dimensions are precisely defined (Snell et al., 2015, p. 8.3a). The forced-choice method is a type of letter scale. It uses paired statements that equal unfavorable or favorable (lettered) choices for the rater to choose from regarding the employee’s performance. This method has been eliminated from several organizations because it has caused frustration and comes with a high cost for development (Snell et al., 2015, p. 8.3a). Behavior observation scales or BOS is a type of numeric scale. This method is similar to a BARS. The BOS is designed to measure how often a specific behavior is observed using a numbered response for the rater. Many large, well-known organizations have used this method because it allows the appraisers to maintain objectivity, provides feedback, identifies training needs, and distinguishes good performers from poor ones (Snell et al., 2015, p. 8.3b).

4-3 FINAL PROJECT: MILESTONE THREE References Burch, J. (2018, May 9). Behavior vs. trait appraisal. Your Business. https://yourbusiness.azcentral.com/behavior-vs-trait-appraisal-6359.html Example of a behavioural competency in a performance appraisal. (2013, June 19). Traininghand - Performance Appraisal Specialists. https://www.traininghand.com/behavioural-competency/ Snell, S., Morris, S., & Bohlander, G. W. (2015). Managing human resources (17th ed.). Cengage Learning. www.cengage.com

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