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Case Study zu einem Appraisal System/Mitarbeiterbeurteilung

Hausarbeit 2011 18 Seiten

Führung und Personal - Sonstiges

Leseprobe

Table of contents

Executive Summary

Table of contents

List of abbreviations

1 Introduction and research questions

2 Problems and solutions for the current evaluation system at Schick

3 Legal foundation for and benefits from collaborating with the Schick staff

4 Creation of a new appraisal system for Schick
4.1 Preparation
4.2 Development
4.3 Discussion
4.4 Employer/workers council agreement
4.5 Implementation
4.6 Review

5 Conclusions

Bibliography

Monographies

Anthologies

Internet

Executive Summary

Schick ltd. has recently been acquired by a competitor and is going through a restructuring phase and a change of management culture. An evaluation system with the goal of identifying training needs has been implemented without the consultation of the staff and its representative. The new appraisal system and other changes have created unrest amongst the Schick staff. In this document an analysis of the current evaluation system is conducted diagnosing the problems and recommending solutions for Schick. Major concerns are the missing transparency in the creation of the evaluation system, the lack of guidance for the appraisees and appraisers resulting in a high variance of ratings.

The second section of this document explains the legal aspects of the employee involvement when creating a new appraisal system. In a new approach to implement an appraisal system Schick needs to cooperate with its employees ahead of time. Not only is this a legal requirement, but it should also generate the trust into the new system that should help Schick to improve employee performance.

The third chapter provides a blue print for the creation and implementation of a new appraisal system at Schick. Clear goals stand in the beginning of the process and allow the definition of the performance criteria in the development phase. Discussions with the management and staff create the unification Schick needs to be successful and allow to build an employer/workers council agreement as basis for the appraisals. When a good system has been designed it can be implemented across the whole company. The new appraisal system can help Schick to prepare for the future, but it needs to be reviewed after the first complete round of appraisals. Improvements and enhancements should be identified in round table discussions with all Schick staff. Concluding we find that the appraisals can be a strategic process to achieve superior and sustainable organizational performance at Schick.

List of abbreviations

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1 Introduction and research questions

Schick ltd. (Schick) an employer of 1,500 staff has recently been acquired by a US- competitor. The new owner has identified problems in employee motivation and the lack of know-how in the upper and middle management. To address these problems the middle and upper managers have been replaced and the company has been restructured. An evaluation system was installed in which the supervisors rate their subordinates. The results are to be used as base for an effective distribution of necessary trainings. The need for trainings at

Schick arises from a new information- and communication-system as well as the historically low innovations in a previous family-oriented company culture.

The results of the evaluation showed that the new mangers in middle and upper management rated their reports with 3 s, 4s and 5s whereas the old lower managers rated their employees with 1s and 2s. This means that there is a significant difference how the old lower management graded their old employees and how those old managers got graded from the new management.

Based on the current situation at Schick this case study deals with three questions:

Question 1. Problems and solutions for the current evaluation system at Schick:

Schick has to deal with several problems at the same time. Which problems/problem areas can you identify, that have a negative impact on the effectiveness of the new staff evaluation system, and how can they be solved?

Question 2. Legal foundation for and benefits from collaborating with the Schick staff:

Besides the necessity of involving the works council, involving the employees may be considered desirable for business management reasons. Describe the legal foundations of employee appraisal and explain why the involvement of the workers in the process of introducing a new system would be sensible.

Question 3. Creation of a new appraisal system for Schick:

Work out a concept which successively displays all the individual steps necessary for the development of a new employee appraisal system at Schick. Outline as well the tasks that are to be solved in each step.

Based on the research questions this case study is divided into three sections.

2 Problems and solutions for the current evaluation system at Schick

A successfully implemented appraisal system “...can be seen as the formal process of collecting information from and about the staff of an organization for decision making purposes”.[1] The current evaluation system at Schick is intransparent and ineffective as the results vary by appraiser.

Due to the restructuring process the staff believes that redundancies are required in the foreseeable future. As the evaluation system was created without involvement of the workers council, employees may assume that the results build the bases for the coming redundancies.[2] The 1 and 2 ratings that the old managers gave to their subordinates may be seen as preparation for good reference that they want to give to their long time staff in case of redundancies. The goals of the appraisal should be defined in consultation with the employees and their representatives.[3] This would allow for the required transparency at Schick.

Maximizing transparency of the goals and process of the appraisal is also recommended to avoid another problem visible at Schick. The employees can reject the appraisal if they see it as unfair or inappropriate.[4]

The poor results of the lower management are potentially resulting from the fear that the redundancies of the higher management are only a beginning and that the lower management will also be replaced soon. Wagner brings the argument forward that the ideal performance can only be delivered in a mental state that is free from fear and is neither too relaxed nor to agitated.[5] The 3s, 4s, and 5s would in this case not only be related to an inappropriate performance measurement, but also to the low performance of the stressed employees in lower management levels.

The extraordinary result split between groups can also be seen as an indication that the evaluation system was implemented without proper training for the appraisers. Successful appraisals require skilled appraisers.[6] Schick should therefore train the appraisers and provide a guideline that is followed by everybody in the organization when doing evaluations.

[...]


[1] Randell, Gerry (1994), p. 221

[2] Appraisals are indeed sometimes used to identify low performers that can be made redundant, but this aspect will not be delved into in this case study.

[3] Cp. Mullins, Lauri, J. (1999), p. 699

[4] Cp. Randell, Gerry (1994), p. 236

[5] Cp. Wagner, Angelika, C. (2007), p. 21

[6] Cp. Mumford, Alan (1999), p. 79

Details

Seiten
18
Jahr
2011
ISBN (eBook)
9783656112761
ISBN (Buch)
9783656132615
Dateigröße
521 KB
Sprache
Deutsch
Katalognummer
v187877
Institution / Hochschule
University of Worcester
Note
Dinstinct / 1
Schlagworte
Mitarbeiterbeurteilung Appraisal

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Titel: Case Study zu einem Appraisal System/Mitarbeiterbeurteilung