文档介绍：Performance Management and Execution: Strategically Providing Effective Feedback through Ongoing Appraisal Systems
Barbara A. Alston, Nova Southeastern University
Bahaudin G. Mujtaba, Nova Southeastern University
Barbara A. Alston (Contact Person)
H. Wayne Huizenga School of Business and Entrepreneurship
Nova Southeastern University
112 Overoaks Place
Sanford, FL 32771
Email: baalston@; balston@; ******@
Phone: (407) 333-1338 x22600
Dr. Bahaudin G. Mujtaba
H. Wayne Huizenga School of Business and Entrepreneurship
Nova Southeastern University
3301 College Avenue
Fort Lauderdale, Florida 33314
Email: ******@
Phone: (954) 262-5045
Performance Management and Execution: Strategically Providing Effective Feedback through Ongoing Appraisal Systems
ABSTRACT
Most new managers tend to be fearful of assessing the performance of their employees. However, when planned in advance, performance assessment sessions need not be unpleasant or fortable for the manager or the employee. According to Dick Grote (2002), there are four phases in the performance appraisal process: 1-Performance Planning, 2-Performance Execution, 3-Performance Assessment, and 4-Performance Review. Starting with a discussion of performance management programs, this paper focuses on the performance execution aspect of prehensive performance appraisal system, what managers can and must do to effectively implement their appraisal system, and what supervisors should avoid in their employee assessment and evaluation process.
INTRODUCTION
Trends in Performance Management Programs
Twenty-first anizations and their leaders must understand and realize that their most important asset in achieving long-term ess is not necessarily their technologies, but petitive edge and the key to ess lies in their people (Mujtaba, 2008). This is why continuous performance assessment, coaching and developing of each employee in anization is so critical in today’petitive workplace.
Performance