Aligningindividual objectives with organizational objectives is a crucialmanagement planning step. North Shore-LIJ Health system closelyaligns individual objectives with organizational objectives by havinga well-defined hierarchy of goals. The organization has definedperformance measures to their employees, in order to provide themwith a clear direction and accountability.
Someof the challenges this organization face when setting individualobjectives include lack of involvement and anxiety that unattainableor unreasonably high objectives will be set. Setting individualobjective is difficult especially where the work is interdependent orteam based. Developing fair objectives that are job-relevant is timeconsuming and sometimes the organization ends up with objectives thatare demotivating to the employees.
Theemployees should have the ability to control the set objectives.Strategies that have been implemented to address those challengesinclude engaging employees in the process of developing objectives,in order to encourage them and facilitate ownership on their part. Asa matter of fact, a shared objective is the foundation for the newculture of health system.
Coachingis described as an effective way of aligning individual objectiveswith those of the organization. A manager can meet with employees toestablish specific objectives as well as set any solid expectations.It is crucial that each employee is aware of the organizationobjectives and understand their contribution to achieve them.Therefore, their specific role in attaining these goals should beexplained. It is therefore significant for the manager to have thesegoals reviewed on a regular basis. On the other hand, managers canmonitor the progress using a tracking mechanism and should provideemployees with suitable coaching and feedback. In addition, anyobstacles that hinder employees to meet their goal and objectivesshould be notified to the managers.
Forthis reason, employees should be provided with the capabilities suchas resources and knowledge necessary to accomplish the organizationgoals. The HR can support these efforts by collaborating with themanagers to support employees and get rid of the obstacles.Ultimately, both the individuals and the organization will besuccessful if their goals are in sync.
Mypersonal experiences with performance appraisal meetings have beencomfortable. These meetings have helped me to improve interpersonalskills and enhance the relationship between the employer andemployee.
Employeesin most organization regard performance appraisal meetings withdread. However, participating in this meeting is significant andproductive since open end questions are discussed that can helpindividual’s future goals, as well as career development.
Deliveryof performance appraisal process is a challenging and stressful task.To improve the delivery of performance appraisals in theorganization, managers have a checklist that help them to identifyeverything required to be covered in an appraisal meeting, such as asummary of past performance and work together with employees to setnew performance objectives.
Howand When to Communicate Ratings
Managersgive their final ratings based on the extent of achievement of theset objectives.Performance ratings should be communicated to theemployee after calibration where the manager has discussed employee’sperformance during the past years. The managers should choose asuitable way to evaluate competencies for every employee. There musthave consistency in employee review. Additionally, it is crucial thatthe employees understand what each rating stands for.
Whento Discuss Compensation
Discussingthe issue of salary in a performance appraisal meeting may affect thebenefit of human touch. However, a positive impact may be formed whendiscussing compensation during performance appraisal meeting. Salarydiscussion is beneficial to both the employee and the employer whereeach will understand their respective roles. In case the employee isneeded to improve on their performance, then this salary discussionmay have a strong positive impact, and as a result, the employee willperform their roles and responsibilities in exchange for the promisedpay. Based on expectancy theory, an employee is more likely toperform based on rewards they will receive. Therefore, rewardingemployees based on performance appraisal is essential.
Themain disadvantage of discussing salary in a performance appraisalmeeting may be a conflict where the manager and the employee will notbe able to openly discuss performance without mentioning salary.Therefore, it is recommended that two separate discussions can beheld where one is focused on salary and the other on performance.
Inmy organization, compensation is discussed with the employee duringthe performance appraisal meeting. Overall, this has helped toimprove the process of performance appraisal by increasingparticipation, goal setting, and work planning. In organizationswhere compensation is not discussed during a performance appraisalmeeting then the salary increase can be communicated in a differentmeeting, which may be focused on salary.
Generally,the main purpose of conducting performance appraisal is to providework performance information useful for reward decision, promotionsand human resource planning. Performance appraisal can also beconducted in order to provide information useful for developmentalpurposes such as training and to assist career planning anddevelopment.
ILRHR512:Achieving Year-Round Performance Management and Appraisal