The purpose and usage of a performance appraisal have considerably expanded over the last years. Before 1960, a performance appraisal was used solely for administrative reasons (salary, promotion, and placement type decisions) (David and James 1993). Later, the view of a performance appraisal as a counseling/development tool and the provision and design of several conceptual frameworks for understanding this new vital role have dramatically proliferated. The purpose of this essay is to demonstrate the importance of this new role by first describing the performance appraisal system of Organization “A”, its training and development planning system, and the intended links between these two systems. The essay then critically analyzes these links and provides suggestions on strengthening them based on the nature of Organization “A” culture and environment for the sake of improving the developmental functionalities of Organization “A” performance appraisal system.
This essay critically analyzes the need and the linkage between the Strategic Human Resource Management (SHRM) practice and the HR functions of both BANK X and Organization Y, an independent organization and currently the sole IT service provider for BANK X. The essay pinpoints the issues that are hindering BANK X and Organization Y HR from aligning their services with the corporate strategic goals and provides insights and solutions for the sake of realizing SHRM practices in terms of achieving integrative linkage with the bank strategy and goals, following a proper Human Resource Planning (HRP) process, linking individual/group/organizational activities with the corporate goals for the purpose of measuring, managing, and realizing better performance, adopting a Strategic Human Resource Development (SHRD) process, utilizing Electronic HRM systems (E-HRM), and enhancing Employee Relations (ER).