PART III: Topic: HR Challenge: Choosing a Performance Appraisal System Overview:

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PART III: Topic: HR
Challenge: Choosing a Performance Appraisal System
Overview: 3 pages (825 words)
At least 3 SCHOLARLY sources from peer-reviewed journal from 2016 to present.
APA6. (Any of the listed sources can be used.)
·
Workplace appraisal systems are extremely
challenging and the differences among appraisal systems are quite significant.
Although intended to be beneficial for HR-related decision making and a vehicle
for determining raises, promotions, training, retention, and much more, most
people see workplace performance appraisal systems as an uncomfortable and
disagreeable process. The reasons for these perspectives by employees,
supervisors, and HR professionals typically have to do with incomplete or
inaccurate choice of performance appraisal methods. In this assessment, the
SHRM behavioral competencies of Leadership and Organizational Navigation and
Consultation and Critical Evaluation as well as the HRM content knowledge areas
of Workforce Planning and Employment and Human Resource Department will be
important for supporting your recommendation for a new performance appraisal
system.
·
Introduction
o
Scenario
§ You
are a newly hired HR professional in a medium-size community hospital, which is
in a growing mid-western city. The hospital is a general health care services
setting with no competition in the local area. The hospital has board-certified
fellowship medical professionals who offer superior care to all the hospital’s
patients. The mission of the hospital is to support a comprehensive range of
health care for the local community and surrounding area.
§ The
hospital has grown from two HR staff members to six HR professionals supporting
over 700 employees and the same performance appraisal system has been in place
for several years. The hospital administration team is not all that comfortable
with any system of appraisal but has accepted that one is required.
§ The
hospital currently has a healthy employee engagement program. Part of the
program is a yearly organizational satisfaction survey that over time has
provided employee input about what they perceive as a lack of performance
appraisal effectiveness. Some employees feel the current performance appraisal
system is not capable of identifying struggling employees. The same small group
of employees feel that the current performance appraisal system is inflated. At
the same time, it is also described as not having the capacity to recognize the
best performers in the organization. There is a stated desire from a small
minority of employees for a performance appraisal system that can better
differentiate performance outcomes. This is particularly important in an
organization with a broad spectrum of health care professionals who range from
surgeons to custodial staff, all essential to the hospital’s success.
§ The
current performance appraisal system is similar to the traditional academic
evaluation system and it has five levels of performance: superior, outstanding,
contributing substantively, developing, and needing improvement. The leadership
in the hospital insists that a new three-level (3-superior, 2-contributing
substantively, and 1-needing improvement) will favorably respond to the
employees’ viewpoint. This new appraisal system that tracks the assignment of
each performance level by employee would limit how many threes would be given
every year, thus most people in the organization would fall into the category
of proficient. This has led to loud feedback from a majority of employees who
feel they are not accurate recognized or valued. In fact, the new performance
appraisal has negatively impacted overall employee morale.
o
Your Challenge
·
As an HR professional in the organization,
you desire the best outcome for your organization and its employees, and are
not sure if this three-level system would be best. Your challenge is to select
the best course of action among the following options and recommend that action
to the leadership team. You can recommend 1) they retain the current five-level
performance appraisal system, 2) they adopt the three-level system with
forced-distribution preferred by the leadership team (3-superior,
2-contributing substantively, and 1-needing improvement), or 3) they adopt an
alternative appraisal system from any source.
·
Instructions:
Prepare a 3–page plan that states your recommended course of action. Along with
your recommendation, include the following:
o
(475 words) Analyze how your proposed HR
solution to an HR challenge contributes to organizational goals and strategies.
§ Identify
5–6 performance appraisal systems and their attributes and then select one type
for the third alternative in this scenario before making a decision.
·
Weigh the impact on each group as you
consider the three options. The majority did not complain about performance appraisal
inflation and the minority did. What are the implications of rejecting the
minority’s request for what they see as a rational and effective system? What
are the consequences of having a majority or employee-rated system?
·
Include the barriers, consequences, or
outcomes that you see for the course of action you have chosen.
o
(175 words) Explain the role of the HR
practitioner in advancing a proposed HR solution.
§ Briefly
explain the role you will take to influence the eventual outcome. Consider
aspects of leadership, negotiation, and consultation.
o
(175 words) Discuss the application of any
SHRM behavioral competencies to the process of solving an HR challenge.
§ Which
SHRM behavioral competencies do you think are most directly applicable to a
successful resolution of this challenge, and why?
PART IV: Topic: A
Question of Ethics.
Overview: 3 pages (825 words)
At least 2 SCHOLARLY sources from peer-reviewed journal from 2016 to present.
APA6. (Any of the listed sources can be used.)
·
HR professionals work hard to encourage
others in the organization to reflect and apply the ethics of the profession.
Also, we have to be very cognizant of the rules of behavior associated with the
organizations for which we work. Many organizations have their own code of
conduct or guidelines of behavior. Any confusion should be dealt with promptly
by working with the leadership and general counsel. We are, in the end, agents
of the firm, no matter what type of organization we work in, and it is our
responsibility to work diligently to support leaders in establishing a culture
of trust and respect between the organization and its employees. In this
assessment, the SHRM behavioral competency Ethical Practice and the HRM content
knowledge area of Risk Management will be important for supporting your
recommendation for a challenging hiring scenario, with potential ethical
implications.
·
Introduction
o
Scenario
§ You
are an HR professional in an organization with 1,200 employee and seven sites.
The company you work for is involved in engineering. It performs construction
design and also engages in research and development of engineering and
construction materials. As the HR director, you report directly to the
company’s CEO. The company’s founder is a scientist and though present at one
of the sites, he is no longer involved in the running of the organization.
There is a six-member board of directors.
§ The
CEO is very open and outgoing and he is liked and respected by almost everyone
in the company and his community. Recently, a technical position came open. The
job announcement was only made internally, which is an option based on the
approved and recently revised employee manual you completed and presented to
the CEO and all senior staff. Note: The employee manual does not require
management to hire the best qualified applicant. Currently, the company has an
equal number of men and women, so filling this position with one gender or the
other is not a consideration for maintaining an employment balance.
·
Technical position information: A fully
qualified candidate is considered capable of performing the work with some
period of transition, estimated to be around one year, and a best qualified
candidate is considered someone able to hit the ground running in the new
position.
·
Candidate information: Two internal
employees have applied but they are not equally qualified.
o
One of the internal employees is a fully
qualified young woman who has the education and two years of professional
experience in the field, but she’s a new employee in the company.
o
The other internal employee is the best
qualified young man with over eight years in the company. He holds multiple
graduate degrees and has extensive professional experience.
§ The
announcement of a hiring selection has not been made, but company gossip has
already started, reflecting upon the likelihood that the young woman will be
chosen because the CEO has an innocent crush. While no allegations of
impropriety of any type have been made, the perception of a form of favoritism
is present.
·
o
Your Challenge
§ The
SHRM code of ethics advises HR professionals to “advocate for the
appropriate use and appreciation of human beings as employees.” Using this
and other ethical guidelines, should you try to influence the CEO’s selection
and recommend that the young man be hired over the young woman? Or should you
remain silent? What, if anything, is the CEO doing incorrectly or substantively
wrong in this hiring scenario if he selects the woman?
·
Instructions:
Prepare a 3-page plan that states your recommended course of action. Along with
your recommendation, include the following:
o
(200 words) Analyze ethical challenges
presented by an HR management situation.
§ What
are the ethical implications for the actions you would take in this scenario?
What consequences could occur if you did nothing?
o
(200 words) Describe key ethical factors
considered in the formulation of a proposed HR solution.
§ What
is your reasoning for making a recommendation or remaining silent within the
context of the SHRM code of ethics? Use references to support your perspective
and response to the SHRM code of ethics and this scenario.
o
(125 words) Explain any legal
considerations for the selection function presented by an HR situation.
o
(150 words) Explain the role of the HR
practitioner in advancing a proposed HR solution.
§ Briefly
explain the role you will take to influence the eventual outcome. Consider
aspects of leadership, negotiation, and consultation.
o
(150 words) Discuss the application any
SHRM behavioral competencies to the process of solving an HR challenge.
§ Which
SHRM behavioral competencies do you think are most directly applicable to a
successful resolution of this challenge, and why?

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