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 post presents several quantitative and qualitative risk analysis techniques and discusses how to apply them through a case study example. For more information about risk management, kindly check out the list of articles here.