Lauren KurtzProf. James SpinaBMGT360 – 0105November 19, 2012Performance Appraisal at Darby Gas & LightUpon my first glance at this appraisal system, I do not believe it is the most ideal arrangement to evaluate the performance of Darby Gas and Light employees. After reviewing the survey results from Linda James, the firm’s HR director, it is evident that this system is not the ultimate best practice for this company. Because the numbers of this survey are displayed in percentages that express the percentages of managers and employees who agreed that supervisorsneed more training in the given areas, it is not good to have high percentage results. Unfortunately, there is only one category, “Setting goals for employees’ future performance,” that indicates low percentages on behalf of both managers and subordinates and therefore meets relative expectations. On the other hand, every category other than that indicate at least one group expressing a concern of 30% or higher. This signifies how dysfunctional the current appraisal system is.If I was someone being appraised through this system, I would like to see much greater detail of where I stand. A category such as “Giving specific, constructive criticism to employees” is not useful unless I have the actual constructive criticism to work with. The last category of the system states, “Providing more precise criteria for appraising performance;” to me, this acknowledges exactly how this system can be approved.From a Human Resources perspective, the criteria reviewed in this system are not specific enough to be used to defend the company. For instance, there are no detailed answer options that make the appraisals specific to different supervisors. It is essential that the appraisalsystem is adjusted to accommodate defense mechanisms of HR, as well as aid supervisors in improving their work
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