SESSION 2019/2020

A192

BSMH 2013
HUMAN RESOURCE MANAGEMENT
GROUP (D)

INDIVIDUAL ASSIGNMENT
PODCAST ANALYSIS

PREPARE FOR :
MR. MOHD RASUL BIN MOHAMMAD NOOR

PREPARE BY :
VISHALINII A/P KUPUSAMY (270789)

SUBMISSION DATE
28 JUN 2020
Table of contents

NO TOPIC SUBTITLE NUMBER OF

PAGES
1 Introduction 1- 3
2 Purpose of Performance Management 4
3 Critiques/Problems in Performance Appraisal
 Appraiser discomfort 5
 Similarity Issue
 Insufficient evidence
 The subjectivity of performance
evaluation
4 Improve the Effectiveness of Performance
Appraisal
 The Achilles heel of the criteria evaluation 6-7
process
 Have a proper scheduling interview
 Have a proper interview structure
 Use of praise and criticism
 Employee’s role
 Concluding Interview
5 Managing Poor Performance
 Don’t delay an employee’s conformation 8-9
 Have open communication
 Have consistent follow up
6 Performance Appraisal Process 9-10

7 Responsibility for Performance Appraisal

 Peers and team members
 Immediate supervisor 10-11
 360 Degree feedback
 Self-appraisal
8 Performance appraisal system
 Trait system
 Comparison system 11-13
 Behavioral system
 Work standard
 Result based performance appraisal
9 Conclusion 14
10 References 15
Performance Management Issues
Introduction
Performance management is an ongoing process of communication between a supervisor
and an employee that happens throughout the year, in support of accomplishing the strategic
objectives of the organization. The communication process includes clarifying expectations,
setting objectives, identifying goals, providing feedback, and reviewing results.Additionally,
performance management could be a process of ensuring that a set of activities and outputs
meets an organization's goals in a good and efficient manner. Performance management can
target the performance of a company, a department, an employee, or the processes in the
situation to manage particular tasks.

The Human Resources (HR) idea has experienced huge changes by the way it is seen as
an ability in the current industry. The investigation of HR is loaded with contradiction viewing
its root just as weighed down with talk on the suggestions for contemporary administration.
(Drucker, 1954)made the expression "HR" in his original work of the performance management
and concentrated on its utilization as a capacity in overseeing activities, overseeing
administrators, and coordinating individuals in their work. Academicians and specialists the
messenger the normal mantra that individuals are the most crucial resource of any association
since human people are answerable for the dynamic that happens at all degrees of the
association, including "overseeing income, making business exchanges, conveying through all
types of media, and managing clients" (Haslinda, 2009).The association is a constitution of all
the ability, time, vitality, imagination, skill, potential, and insight of its individuals. Building up a
strong comprehension of HR can encourage development and adaptability as the association
arranges components of the outer condition, for example, government guidelines, innovation,
financial change, client recognitions, news media, and provider connections.

Performance management plays a big part between the supervisor and employee in a
corporation. This can be important thanks to performance management supplements the annual
performance review. This prepares both employees and managers about what to expect during
the annual appraisal. It keeps both the manager and therefore the employee within the loop about
ongoing changes to the performance management process, what both can do to streamline it, and
the way performance overall may be improved. Moreover, to employees, continuous

1
performance management indicates that managers value them. Employees believe that their
managers have an interest in their work and care about their goals and any issues they'll face in
the course of their job. They also become more hospitable receiving constructive feedback.

Many people equate performance management with performance appraisal. This can be a
standard misconception. Performance management is that the term wont to check with activities,
tools, processes, and programs that companies create or apply to manage the performance of
individual employees, teams, departments, and other organizational units within their
organizational influence. In contrast, performance appraisal refers to the act of appraising or
evaluating performance during a given performance period to work out how well an employee, a
vendor or an organizational unit has performed relative to agreed objectives or goals, and this
can be only of the many important activities within the concept of performance management. At
the workplace, performance management is implemented by employees with supervisory roles.
Normally, the goal of managing performance is to permit individual employees to seek out how
well that they had performed relative to performance targets or key performance indicators
during a particular performance period from their supervisors and managers.

Performance management is about aligning individual objectives to organizational

objectives and ensuring that individuals hold the company's core values. It provides for
expectations to be defined in terms of role responsibilities and accountabilities expected to try
and do, skills expected to own, and behavior expected to be. The general aim of performance
management is to determine a decent culture within which individuals and teams take
responsibility for the advance of their skills and their organizations. Specifically, performance
management is all about achieving the individual objectives in step with the organizational
objectives and ensuring that each individual is functioning towards it.

For the Human Resources department, performance management is a very important

system for onboarding, developing, and retaining employees, likewise as reviewing their
performance. It's increasingly understood that a yearly performance appraisal system doesn't
effectively engage employees, fails to consistently set and meet company objectives, and doesn't
lead to a powerful understanding of employee performance. We will see around many
organizations; performance management is one amongst the mandatory tool or systems to judge
employee's performance in continuous improvement.

2
 Based on my selected podcast, I do have a few review analyses about performance
management that happened between superior and employee. This video has explained, regrading
performance management, issues, and how it will be can solve with few decisions by superior
and by management as well. The manager is not satisfied with the attendance, work task of the
employee past 6 months. Moreover, this particular employee was an existing staff but reporting
under the different manager for the past five years and now she moved to another department
with a new manager. Currently, due to low performance, the new manager had decided to put her
on a performance improvement plan for another 1 month and during the performance appraisal
discussion, the employee also shared her concern with the manager. She is disability person and
she does have the flexibility and special arrangement on her work with the previous manager and
now when she transferred to other departments with a new manager, she is not able to get those
flexibilities. After a major discussion between management and superior and they come up with
solutions and arrangements for that particular employee. Attached would be my selected podcast
about performance management. (https://www.youtube.com/watch?v=0LpQjI_8mQI)

3
Purpose of performance management
The purpose of performance management is to make a collection of processes that
specialize in employee's job roles and aim to take care of and improve performance. The method
is strategic and incorporates the organizations' objectives alongside the department and
individual objectives. Every employee needs a transparent understanding of expectations for his
or her work. They also need context, which incorporates an understanding of where they fit into
the corporate and the way they contribute to the general success of the organization.

Performance management encompasses a multitude of advantages for workers and

managers, moreover as for the corporate as an entire. If a corporation can successfully create an
environment of engagement where customers are equally engaged by employees on the
battlefront, their outcome is even better. This method shows employees the pathway to success,
allows for the measuring of performance in addition to feedback, and offers training and
development opportunities.

There are few details on the aim of performance management;

 To enable the workers towards the achievement of superior standards of labor
performance.
 To help the workers in identifying the knowledge and skills required for performing the
task efficiently as this could drive their focus towards performing the proper task within
the right way.
 Boosting the performance of the staff by encouraging employee empowerment,
motivation, and implementation of an efficient reward mechanism.
 Promoting a two-way system of communication between the supervisors and also the
employees for clarifying expectations about the roles and accountabilities,
communicating the functional and organizational goals, providing a daily and transparent
feedback for improving employee performance and continuous coaching.
 Identifying the barriers to effective performance and resolving those barriers through
constant monitoring, coaching, and development interventions.
 Creating a basis for several administrative decisions strategic planning, succession
planning, promotions, and performance-based payment.

4
  Promoting personal growth and advancement within the career of the workers by helping
them in acquiring the specified knowledge and skills.
Critiques/problems in performance appraisal
 Appraiser discomfort
To give a very low or very high rating, the superior is required to give reason to justify the
rating. Based on my podcast, compared to previous superior the current superior committed in
performance appraisal is to give an average rating to her because of her performance issue.

 Similarity issue
Based on the podcast the superior tries to look at those qualities which employee's performance.
But she does and repeated the same issue, which is lateness and attendance issues due to her
disability, and also the superior mentioned this has happened, and not even sometimes it is
already a dozen times.

 Insufficient evidence
Based on my podcast, the superior also doesn't have enough evidence that category her as a good
performer. The superior had recorded her performance by her attendance issue, and have
wording with another co-worker as well. The co-worker statement was, they mentioned it is
really difficult to communicate with her and she also has some pending tasks to complete as
always.

 The subjectivity of performance evaluations

Leniency errors
Based on my podcast, the superior tends to rate employees at the low end of the scale which is
negative leniency. This is because the superior only review her bad performance and he doesn't
have enough evidence at the good side of her. This is often because of the superior review of her
bad performance only and he doesn't have enough evidence at the great side of her. Sometimes
our emotions determine how we rate an employee, and this emotional response might not be
objective.

Using some method of documenting both positive and negative performance can minimize this
problem.

 Bias

5
Based on my podcast, the superior has wording with a co-worker about the appraisal employee.
He trusts their statement but he does not even listen to the particular employee. Allowing bias to
influence the rating. So, bias can come from attitudes and opinions.

Improving the effectiveness of performance appraisal

 The Achilles heel of the entire evaluation process

The appraisal interview is usually the Achilles heel or weakest point of the whole evaluation
process. Based on my podcast, this superior and management had a face to face meeting
discussion with the worker for the second time. This often helps to reduce the likelihood of hard
feelings, and also, they did not criticize her performance. The management comes up with an
alternative arrangement for her disability.

 Have proper scheduling interview

Supervisors usually conduct a proper appraisal interview at the end of an employee's appraisal
period. It should be made clear to the worker what the meeting is about. Most of the time,
superior not take much time to debate with poor performers, this can be the explanation they
facing high turnover issues. Based on my podcast, the current manager only takes less time to
discuss with the employee. He does not even ask what was the problem that she faced in the past
months. So, the superior must aware and practice on no matter good or bad performer must set
proper scheduling interviews.

 Have a proper Interview structure

A successful appraisal interview should be structured in a way that allows both the supervisor
and the employee to view it as a problem-solving rather than a fault-finding session. Based on
my podcast, the current superior not even think about the way to solve the problem faced by a
particular employee. He just finds out fault on her and he said not satisfied with her performance
and extend more months about her performance. After a discussion with her previous boss and
management, they come up with a special arrangement and specific accomplishment due to her
disability. So, the management and superior must have a proper interview structure to

6
recommend or suggest the employee on the achievement of their specific goals towards the
organization.

 Use of praise and criticism

Conducting an appraisal interview must be balanced with praise and criticism. Meaning that,
criticism about the employee's performance and not the person. Based on my podcast, the
employee was a good performer but she does have a disability and because of that she always
comes to work late and also have attendance issue. The superior critic her performance that, if
still not have any improvement and we will terminate you. So, Effective managers can help
minimize threats to an employee’s self-esteem and must be balanced on both points.

 Employee’s role
Based on my podcast, the employee aware of her lateness and attendance issue. Because of the
new superior, she hides her disability and also not give any reason in terms of work. Even though
she is a disabled person, and at the same time she also a good performer. Previously she doesn't
have any problem or any other issue in the organization. This statement was given by her
previous superior. So, as an employee, you must provide and recorded daily about your
performance and how added value to the organization. This is can help management or superior
to promote you.

 Concluding interview
Based on my podcast, after discussion with the employee, the interview ends with specific
arrangements and mutually agreed-upon plans for the employee's development. Due to her
disability, her management plan to do some special arrangements on her work schedule, and they
also agreed with her disability. The reason they agreed because she is a good performer for the
past five years in the same organization. So, whenever concluding an appraisal interview must be
mutually agreed upon by both parties. This is helpful to boost and feel motivated by the
employee and superior as well.

7
Managing poor performance
We do have solutions and strategies to manage poor performers in the organization. No doubt
managing an employee's performance can be one of the most challenging parts of any manager's
role. Often by the time that the organization's formal performance management process
commences, difficult and unproductive behaviors are already entrenched and the relationship
between manager and employee has deteriorated. To prevent the situation from getting out of
hand, there are five key strategies to manage poor performance by a member of a team;

 Don’t delay an employee's confirmation

In many cases we see managers wait too long to lift performance concerns with an employee or
shelve delivering tough feedback. Opportunities for incidental or casual counseling sessions are
missed. this may mean that the worker often includes an error of how well they're traveling and
then feedback about their poor performance comes as a shock. Based on my podcast video, even
though the employee works for the past five years in the same company but she transferred to
another department with a new superior. Her previous superior was well known about her
disability and at the same time, she is a good performer. The mistake that did by a current
superior was not discussed with her previous superior about her performance and disability and
drag her confirmation by giving a performance improvement plan.

 Have open communication

Communication is vital in any relationship. Whether that relationship is along with your peers,
your employees, it always comes back to a transfer of data, honesty, and respect. The foremost
essential advantage of good communication is its ability to resolve issues before they get into
major problems. Based on my podcast, the current manager has not opened any discussion

8
throughout the performance evaluation period about her with previous superior regarding her
performance and also with her about attendance and lateness issues. So, as a superior, and
employee must have open communication. It helps to oversee the conversation or brainstorm so
you can participate if necessary.

 Have consistent follow up

The superior must have a consistent follow up on their employee’s performance. So, you have
had a tough conversation with the employee and you have come up with a plan together as to
how they will improve. There must be a clear follow-through process that establishes what about
the employee's goal, objective, action plan, and other achievements as well. In this case, the
current manager follows up with her lateness, attendance, and other issues only. There is no
proper follow up on her performance in terms of her concern and difficulties that she has gone
through those days. Failure to follow up with an employee afterward at regular intervals can lead
to old habits resuming or for an employee to assume that they must have improved.

Performance appraisal process

The starting point for the performance appraisal process is identifying the specific performance
goals of the employee. When setting goals, key job expectations and responsibilities should act
as the main guide and reference. Goals should be set that not only address what is expected but
also how it will be achieved. For example, based on my podcast the superior must discuss
employee-specific goals and other responsibilities as well. Besides, it also covered the quality of
work. In this scenario, the current superior finally managed to know about her poor performance
due to her disability. So, to avoid this kind of issue must be set initially about the employee goals
and performance expectations.

The next step is to establish performance criteria and communicate these expectations to
employees. Setting expectations for your employees is a really important thing that many
organizations aware of. No matter management or immediate superior must set a clear
expectation to an employee and this will bring benefit to both parties which are organizations
and employees as well.

Next, the superior has examined work performed. I would say this is one of the important
stages. The superior will examine with the recorded task or have a personal observation on

9
employee's performance. This will play as evidence to superior to categorize that employee is a
good or bad performer. When examined employees work performed the activity of measured
employees' performance must continue daily until the appraisal period.

Besides, the superior will appraise performance. Based on the appraisal result, the superior will
appraise the employee's performance. If they did well mean the superior can recommend them to
promote or praise. If let say there are not good performers, maybe can give other solution to get
the things done with better.

The last process is superior has discussed appraisal with the employee. Usually, the process of
performance appraisal always takes time. The manager must be balanced by giving appraisal in
terms of pros and cons to the employee. The manager must have a proper result on employees'
performance. Must communicate with lots of positivity. This helps to motivate the employees. At
the end of the appraisal, the employee also gets to know about their pro and cons and determine
how ell employees have done.

Responsibility for performance appraisal

 Peers and team members
In peers and team members' reviews, they asked to provide input on specific aspects of an
individual’s performance. Typically, peer feedback is provided to an employee's direct
supervisor to inform the overall performance review process. Besides, based on my podcast the
other co-workers give provide an unfair evaluation on the employee and there are mentioned it is
really difficult to communicate with her, and sometimes she does have a pending job. So, the
peers and team members must aware and must give a proper evaluation of other employees.

 Immediate supervisor
The immediate supervisor is responsible to do performance appraisal for the employee. The
supervisor is usually in an excellent position to observe the employee's job performance and the
performance of a team. The immediate supervisor must be balanced in term giving appraisal to
the employee. The immediate supervisor must discuss on prosperity and cons of the employee.
This is helpful to the employee in term of their pay increases and promotions

 360-degree feedback
360-degree feedback in the performance appraisal process refers to feedback on an employee's
performance being provided by the manager, different people or departments an employee

10
interacts with peer evaluation, external stakeholders, and the employee himself. This type of
feedback includes employee-generated feedback on management performance 360-degree
feedback ensures that an employee's performance is observed by those who work most closely
with him. All involved parties must give a proper and fair on another employee without any
personal bias.

 Self-appraisal
Some of the employees they well known about their objectives and specific accomplishment
towards the organization. They aware of their mistake and try to improve by their self.
Somewhat self-explanatory, the self-appraisal is used in the performance appraisal process to
encourage staff members to take responsibility for their performance by assessing their
achievements or failures and promoting self-management of development goals. It also prepares
employees to discuss these points with their manager. It may be used in conjunction with or as a
part of other appraisal processes, but does not substitute for an assessment of the employee's
performance by a manager.

Performance appraisal system

Performance appraisal systems help managers evaluate employee job performance and develop a
fair system of pay increases and promotions. Appraisals, in turn, can help staff members improve
performance, and assist companies in devising or reorganizing job functions to better fit the
position or the employee. Besides, performance appraisal of employee appraisals may reveal
outdated or inefficient business practices. Effective performance appraisal systems incorporate
goals to help improve the employer as well as the employee, through the application of
appropriate and timely feedback and training.

 Trait system

The trait system based on attributes such as helpfulness, dependability, and punctuality.
Supervisors rate employees by indicating specific traits each employee exhibits. Most
trait systems use a simple checklist with ratings of excellent, satisfactory or needs
improvement, or similar options. This system is traditionally popular with customer
service departments.

11
 For example, based on my selected podcast on performance management, a particular
employee is a good performer. Even though she is a disabled person and she does not
simply give a reason for all the things. She honestly agreed with her disabilities and
request for the job flexibility and accommodation to her manager. Besides, due to some
disabilities, she unable to compute to some work task but she managed to complete
without any reason.

 Comparison system

Comparison systems evaluate a given employee's performance against that of other

employees. Employees are ranked from the best performer to the poorest performer. In
the simplest form, supervisors rank each employee and establish a performance hierarchy
such that the employee with the best performance receives the highest ranking.
Employees may be ranked on overall performance or various traits.

For example, based on my selected podcast on performance management, her current

manager tried to compare with other colleagues about the performance. He has
mentioned that other co-workers say it is different to communicate with this employee.
Compare to other co-workers and this employee's performance is not meet the
expectation. This is team-based work, so because of her lateness and disability issues and
the work not be done according to the time. So, here the manager tried to discuss
regarding comparison system as giving rate employees are ranked from the best
performer to the poorest performer.

 Behavioral system

Behavioral systems rate employees on the extent to which they display successful job
performance behaviors. In contrast to trait and comparison methods, behavioral methods
rate objective job behaviors. When correctly developed and applied, behavioral models
provide results that are relatively free of rater errors and biases. The three main types of
behavioral systems are the critical incident technique (CIT), behaviorally anchored rating
scales (BARS), and behavioral observation scales (BOS).

12
 For example, based on my selected podcast on performance management, even though
she is a good performer as mentioned by her previous superior, due to some distractions
and disability the performance appraisal has been done by her current supervisor. Some
of the events or incidents are, as mentioned by other co-workers it is difficult to
communicate with her disable to come work on time, and the task given not up to date on
time. Moreover, based on the checklist this is happening a dozen times as mentioned by
her superior. In terms of behaviourally anchored rating scales, out of four types of
performance, which is an outstanding performance, excellent performance, good
performance, and lastly average performance, because her current superior was not aware
of her disability. The current supervisor rated her as average performance. Hence, her
previous superior-rated her as clearly outstanding performer as she has known well about
her disability. Lastly, in terms of behavioral observation scales. She honestly agreed with
her disabilities and request job flexibility and accommodation to her manager. Besides,
due to some disabilities, she unable to compute to some work task but she managed to
complete without any reason.

 Work standard method

A work standard is a written description of how a process should be done. It guides
consistent execution. At its best, it documents a current best practice and ensures that it is
implemented throughout a company. At a minimum, it provides a baseline from which a
better approach can be developed.

For example, based on my selected podcast on performance management, due to her

disability, her superior and management discussed with her regarding come up with a
better working schedule, and special arrangement with working from home when she
needed, follow up on medication, and other things as well. She is a good performer, due
to her disability, sometimes she failed to commit to work. The management has decided
to retain a talented employee with some special arrangements.

 Result based performance appraisal

13
 Results-based performance appraisal methods focus on measurable outcomes such as an
individual’s or team’s sales, customer service ratings, productivity, reduced incidence of
workplace injuries, and so forth.
For example, based on my selected podcast on performance management, the
management used the MBO process which is set individual objectives plan to meet the
target in their department to be accurate, objectives should be specific, measurable,
attainable, relevant, and time-based. The superior gives feedback on employee
performance. Here communication is the key factor in determining MBO's success or
failure, and employees should continue their performance. Thus, the and employee must
communicate often to review progress.

Conclusion
In conclusion, performance management is one of the significant parts of every
organization. Performance appraisal is the systematic observation and evaluation of employee’s
performance. Some of the most commonly used performance appraisal methods include the
judgmental approach, the absolute standards approach, and the results-oriented approach. Ideally,
the performance appraisal should be completely accurate and objective. Effective performance
management is essential to businesses. Through both formal and informal processes, it helps
them align their employees, resources, and systems to meet their strategic objectives. Based on
my selected podcast, I able to learn the importance of performance management and how does it
work, about the process, the appraisal tools used by the management, and the immediate
superior.

It is in this conceptualization of HR that the key estimation of agent headway is found. In

the webcast of the presentation the executive's issue, the chance of the exhibition the executives
as a lot of practices that development agents' abilities, responsibility, and capability to make a
high ground. This assemble fits the significance of a convincing usage of HR, in that the goal is

14
to understand a positive change in the affiliation's workforce. Thusly, through the HR thought,
laborers, are shaped into secret weapons of the firm. Secret weapons, as portrayed by
(Schoemaker, 1993), are "the course of action of hard to trade and copy, inadequate
appropriable, and explicit resources and limits that offer an affiliation's high ground" (p. 36, as
alluded to by (Becker and Huselid, 1988)These associations with the validation which
communicates that one of the huge potential points of interest of using execution the board.

References

Bibliography
Becker and Huselid. (1988). Strategic Human Resources Management Where Do We Go from Here.
Retrieved from
https://www.researchgate.net/publication/228376003_Strategic_Human_Resources_Managem
ent_Where_Do_We_Go_from_Here

Drucker. (1954). HUMAN RESOURCE MANAGEMENT. Retrieved from

https://alagappauniversity.ac.in/modules/DDE/dde-admin/uploads/4/PG_M.A._Socialogy_351%
2041%20_%20Human%20Resource%20Management%20%20(MA-Socio)_Algappa-IV.pdf

Haslinda. (2009). EVOLVING TERMS OF HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT.

Retrieved from http://www.sosyalarastirmalar.com/cilt2/sayi9pdf/haslinda.pdf

Schoemaker, A. a. (1993). Strategic Assets and Organizational Rent. Retrieved from

https://www.researchgate.net/publication/310670808_Strategic_Assets_and_Organizational_R
ent

15
Corporate Leadership Council (2002), Performance Management Survey

Performance Management Podcast Video (2017).

Retrieved from https://www.youtube.com/watch?v=0LpQjI_8mQI

16