HR Policy Manual Essay
This HR Policy on Performance Appraisal is the company’s way of recognizing employee productivity and contribution to its growth and sustainability in terms of profitability and resource base. Performance appraisals enable management to identify employee strengths, weaknesses and potentials (Peters & Waterman, 1982) so that it can design training programs to develop proficiency, skills and positive work attitude.
This is line with the company’s adoption of a system of organizational leadership (Anthony & Govindarajan, 2003) through an objective means of measuring employee performance for career growth. (Eckert, 2003)
Performance Standards. Performance appraisals shall be based on the following performance dimensions with their respective percentage ratings:
Knowledge (25%). This comprises the employees’ capability to do the job as shown by the quality of his/her output required by the objectives of the job;
Skills (25%). This represents the employees’ ability to adopt measures to enhance his delivery of services such as the technical, conceptual and interpersonal dimensions. This includes communications, interpersonal skills and other facilitating means to meet the quality, innovativeness and timeliness of tasks assigned.
Attitude (25%).This component represents the employees’ capability to conduct himself on the job and before others based on professional and ethical values adopted by the company through its mission-vision-philosophy.
Others (25%) This
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Evaluation Period. Performance appraisals shall be conducted by the immediate supervisor annually beginning each employees’ anniversary date and shall be used to determine merit salary increases.
Anthony, R. & Govindarajan V. (2003); Management Control System; Boston, McGraw-Hill
Eckert, R.A. (2003), Where leadership starts On Leadership at the Top. Harvard Business Review.
Peters, T. & Waterman, Jr. R., (1982), In search of excellence, Lessons from America’s Best-run Companies, New York, Warner Books.