Csr Proposal

1.0. Introduction

Part of the all manager’s work is managing employee’s performance throughout the year. It provides an important process in which employees can be rewarded for their contributions to the organization and give a tool to develop and improve not only individual’s performance also organizational performance.

First, the managers need to identify organizational goals toaccomplish those specifics objectives; then they have to communicate organizational goals to employees and also define individuals as well; after that, they have to evaluate and monitor employee performance in order to rewarded performance or taking actions to improve them and finally create a successful performance.

Nowadays, the supervisors, the human resources management and the employees havedifferent roles in organizations. Dessler (2011) cited that the supervisor, not HR, usually does the actual appraising and supervisor who rates his or her employee too high or too low (or all average) is doing a disservice to them and to the company. The second role is human resources managers, they provide the advice and assistance regarding about the appraisal tool, but they leave evaluation,procedures to operating and final decision to the supervisors. Finally, the employee’s role is reinforcing and sustaining performance, improving their performance, help to determinate career progression goals and training needs (Fisher, Schoenfeldt and Shaw, 1999).



2.0. Performance Management and Performance Appraisal

2.1. Definition of Performance Management

Aguinis (2007) cited thatPerformance management is the continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organization’s goals.

Bevan and Thompson (1991) describe performance management system thus:

* All employees have to know the mission statement in order to know organization’s objectives.
* Individual performancetargets which are related to operating unit and wider organizational objectives.
* Regular formal review which identify development needs, training and rewards outcomes.
* An evaluation of the effectiveness of the whole process and its contribution to overall organizational performance.

2.2. Definition of Performance Appraisal

Performance appraisal according to Dessler (2011) “meansevaluating an employee’s current and/ or past performance relative to his or her performance standards. Stripped to its essentials, performance appraisal always involves:

* Setting work standards.
* Assessing the employee’s actual performance relative to those standards.
* Providing feedback to the employee with the aim of motivating him or her to eliminate performance deficiencies or tocontinue to perform above par.”

2.3. Differences between Performance Management and Appraisal

Figure 1: Its graph shows the processes diagram for performance management and performance appraisal.

Figure 1 – Graphical view of the difference between Performance Appraisal and Management www.peoplestreme.com

These are some of the most important differences:

1. First, performancemanagement means continuous interactions and feedback with subordinate; it could be daily or weekly. On the other hand, performance appraisal means review performance’s employees just once or twice per year.

2. Second, performance management has diary notes its means that managers can reevaluate their employees and modify or change work procedures according to organizational goals andperformance appraisal focuses just in the annual event to review and evaluate those goals.

3. Third,

3. Performance Appraisal

3.1 Types of Performance Appraisal

According to Fisher, Schoenfeldt and Shaw (1999) there are three types of performance appraisal to measure:

* Trait-Based Appraisals
* Behaviour-Based Appraisals
* Results-Based Appraisals
3.2 Competitive advantage...