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).
Lentil As Anything, an outcome of a so-called social experiment conducted by a charismatic rare pioneer, Shanaka Fernando (Visser 2010). Born in Sri Lanka, he dropped out of Law School to start a restaurant where catering is exclusively organic vegan fare (Pounder 2006) but with no menu prices, no cash registers, and no rules (SBS 2009). Based on a pay-what-you-can nonprofit model, Naked Lentil strives to help socially isolated migrants by offering training, Immigration Support, and encouraging multicultural communication and community growth (MuslimVillage 2010). With over 9 years of catering service, Lentil has been accepting more than 1500 customers a day (CharityFocus 2010), and has not been relying on any governmental funding (LentilAsAnything) but instead on generosity of its volunteers and patrons to pay all its liabilities (Rachel 2010). The restaurant currently has 4 branches in St. Kilda, Abbotsford Convent, Collingwood College, and recently in Footscray (Wikipedia 2011). Despite all the trust, openness, and generosity in Lentil’s philosophy, it suffered from several changes over the past few years, the crippling rise in debt (SBS 2009), the turbulence among managers, the unethical conduct of not paying their suppliers, the poor decision making and organization, and the lack of having an adequate business and human resource management model.