Research problem
Performance appraisals are a major part of performance management programs, including the various coaching and developmental activities that take place as part of the performance management process. Finally, in cases where organizations need to validate selection techniques such as tests, or to answer questions about the adverse impact of such techniques, the criterion measure involved is typically some measure of performance which, in most cases, is a performance appraisal. Furthermore, since performance appraisals are usually the only measure of performance available, they are also used as the criterion measures for a wide range of organizational topics (Sonnentag 2002). The fact that appraisals are so important, and yet so prone to problems, goes far to explain why performance appraisal has been the focus of so much research activity for so long a period of time. It is intolerable to many managers, used to making rational decisions and having control over situations, to have to depend so much upon a measurement technique that inspires little trust. Therefore, for almost seventy years, scholars have been studying performance appraisals to understand what makes them poor as indicators of true performance. Combining disparate non-financial and financial measures into an overall performance appraisal turns out to be unexpectedly difficult because there are no good choices wherein measures are either combined by formula, in which case people will game the formula, or they are combined subjectively, in which case people are de-motivated because they do not know how they are compensated (Denisi 1996). The proposed research will be an investigation on effectiveness of performance appraisals to achieve .strategy implementation. It will try to connect the relationship between appraisals and strategy implementation.
Importance of the research
The proposed research will give some insights on how performance appraisals make sure that strategies would be implemented. The proposed research will help in understanding performance appraisal and how it can be used to alter the strategies of the organization.
Literature Review
Performance appraisal is the vehicle that permits an employee to progress from one specific salary to another within the established pay range. Even where step increases based essentially on seniority are used, performance appraisal is necessary to assure that an employee is performing the job adequately enough to move to the next higher pay step. In a step increase system, performance appraisal is usually more of a formality, except where appraisal is used to justify withholding a step increase. In merit pay systems performance appraisal is absolutely essential for determining the level of performance that has been demonstrated and the amount of pay increase that has been earned (Klein 2000). Performance appraisal is, or should be, systematic in nature. It should be a logical, objective assessment of how well an employee has performed a job. Effective performance appraisal depends upon well-defined standards of accomplishment that are measured in accordance with a systematic approach that eliminates subjectivity. Job standards are the yard-sticks by which job accomplishments are measured; a consistent methodology for comparing accomplishments with standards establishes the system necessary for accurate, effective performance appraisal. Performance appraisal, if properly developed, has many organizational uses other than simply awarding pay increases. For example, it can be used to heighten communication between supervisor and employee, to enhance employee motivation through feedback on progress, to identify individuals with the potential for promotion to positions of greater responsibility, to uncover training needs, or to validate the process by which employees are selected. Its multifaceted nature suggests that the full range of possible uses for performance appraisal be carefully assessed during this step in developing a compensation program (Caruth & Handlogten 2001).
Methodology
Sample collection
To determine the number of respondents that will be asked to participate and give information regarding the study convenience sampling will be used. Convenience sampling means to collect or interview individuals who actually experience the phenomenon. Convenience sampling will focus on individuals that experienced diabetes mellitus or has someone in the family that experienced such disease.
Methodology/Data Collection
Surveys will the primary method of data collection. Internet surveys would be used. Internet surveys have been both hyped for their capabilities and criticized for the security issues it brings. Internet surveys require less finances since there would be no printing of paper and there would be no need to travel just to gather data. Internet surveys would also require less time for the researchers and the respondents.
Data Analysis
In analyzing the collected data, the paper will be divided into the demographic profiles of the respondents and the ideas of respondents. The data that will be acquired will be put into graphs and tables.
References
Caruth, DL & Handlogten, DL 2001, Managing compensation (and
understanding it too): A handbook for the perplexed, Quorum
Books, Westport, CT.
Denisi, AS 1996, A cognitive approach to performance appraisal:
A program of research, Routledge, New York.
Klein, JI 2000, Corporate failure by design: Why organizations
are built to fail, Quorum Books, Westport, CT.
Sonnentag, S (eds.) 2002, Psychological management of individual
performance, John Wiley & Sons, New York.
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