本文主要講述的是公司內部製度的總結和建議，首先，有必要對評估進行規劃。評價的規劃階段應該是合作的階段。在MSS中，有必要包括將參與績效評估過程的經理和員工。為規劃工作表現評核，雇主應根據現時所作的工作，檢討職位描述。隨著時間的推移，職位描述可能會擴大或縮小，因此必須進行相應的評估。本篇幫寫論文文章由英國論文人EducationRen教育網整理，供大家參考閱讀。
Firstly, it is necessary to plan for the appraisal. The planning phase of the appraisal should be a collaborative one. In MSS it is necessary to include the managers who will be part of the performance appraisal process and also the employees. For planning the performance appraisal, the employer should review the job description against what is being done currently. With time the job description could have extended or shrunk and the appraisal must be conducted accordingly.
For appraisal of employees who might hold the same designation but would be upholding more duties, then the change has to be held accordingly. A working plan must be readied for the performance appraisal. This is a plan that will include some of the main key objectives of the year and usage of such a plan should be communicated to all the employees, so the employees are aware of why form of objectives they would be rated against and the form of instruments that would be used in their case. Any doubts of the employees in the initial stages of performance appraisal must be met. It is the duty of the employer to ensure there is no bias in this case and that all employees are treated alike.
The next phase in the performance management system is that of the monitoring. In the monitoring phase, the employees and their performance are monitored in a continuous fashion. While this does not mean any form of micromanagement, it is necessary that there be some form of system element that could help in recording performance levels either in a qualitative or a quantitative fashion. Here the manager focus is on team and individual productivity and also team and individual behaviour. Here once again collaboration is possible, as feedback from the employees during their monitoring phase and feedback from the employers would be passed on to one another.
The final recommendation is in the case of the review process. The review process is where the final performance appraisal is carried out in action. Here the data from the different process are collected, an appraisal meeting is held and the employee performance over a time period is assessed. Employee self-perception and the employee view of their performance is collected along with the performance review of the manager in charge. The current process for MS is quite traditional in approach and there are certain elements it would have missed in the aforesaid elements in recommendations. At the end point it is necessary to understand that however well established a process is there should always be some way for the individual to challenge the review process by means of a repeal. This would mean that the reviewer could change the review appraisal results for the employee. Further new evaluation will be conducted and the employee would also be made a part of the review process. Now the significant element here is that it adds significance to the review process and makes it more flexible. Flexibility is an option that was missing in the existing performance review and management system.
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