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The Importance of Listening for Managers within Appraisals

The Importance of Listening for Managers within Appraisals

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An essay for the 2011 Undergraduate Awards (Ireland) Competition by Jennifer Scullion. Originally submitted for BSc (hons) Human Resource Management at University of Ulster, with lecturer Dr Paula O'Kane in the category of Business
An essay for the 2011 Undergraduate Awards (Ireland) Competition by Jennifer Scullion. Originally submitted for BSc (hons) Human Resource Management at University of Ulster, with lecturer Dr Paula O'Kane in the category of Business

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Published by: Undergraduate Awards on Aug 31, 2012
Copyright:Attribution Non-commercial

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10/27/2013

 
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The Importance of Listening for Managers within Appraisals.ABSTRACT
 As we are studying for a degree in Human Resource Management and this module(Core Human Resource Management Skils) is designed to understand how excellentcommunication skills can make us better HR Managers, this assignment identitiesthe evidence which points to the need for outstanding communication skills. I chooseto focus upon appraisals and the interpersonal communication skill of listening. It canbe clearly seen that without comprehensive listening by both parties appraisals canbe much less effective.Key Words: Appraisal; Listening; Interpersonal Communication; HRM
 
 
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The Importance of Listening for Managers within Appraisals.
This assignment endeavours to ascertain the importance of listening for managerswithin performance appraisals, and offer suggestions to enhance effective listening.Yasmin (2004, p322) defines listening as;
“the
act of physically sensing, mentallyprocessing, and responding to verbal and/or non-
verbal messages”.
 
In order to besuccessful in competitive business markets, it needs to be perfected and skilful. Thiscan be achieved by undergoing specific training programmes, implementingsuggested strategies and using practice to gain experience.Burkhard (2009, p59) defines appraisals as a
“structured review
, evaluating anemployee against a predetermined set of criteria
. Its rationale is expansive toinclude,
“reviewing
and improving performance, setting performance objectives,identifying training and development needs and assessing future potential andpromot
ion”
(CIPD cited Wilson 2005, p235). In order to achieve this, listening is
“one
of the most crucial skil
ls necessary” (Graham and Lewis
2003, p23), so that talents,developmental opportunities and pr 
oblems aren‟t
overlooked; which could result in
“staff feeling
less happ
y and less productive” (Johnson
2006, p65). When exercisedeffectively, listening
can be a “management strategy that improves morale and
increases understanding
(Wilson, 2005, p235) as staff feel valued, respected andintegral to the organisation (Bentley 1998, Blodget 1997, Brown 2008, Graham andLewis 2003, Hughes 2002).However, recent literature indicates a significant shift from appraisals being vieweda
s a “global phenomenon” (Hargie
2007, p507) to that of th
e “annual fiasco” (Picket
 2003, p237). Whilst there is
“no right way to conduct an appraisal” (
CIPD, 2009),this criticism could result from listening skills being one of the key factors concerningcommunication skills of managerial staff (Bambacas and Patrickson 2009, p109).Consequently,
“HR are under pressure to becom
e more accountable
(
Cockroft2006, p20) and organisations are now being forced
[to listen] more closely to the

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