M3. An appraisal should not be a top-down

M3. 12 Motivating to Perform in the Workplace Denise Bell The Value of Assessing Performance Our formal system of assessment is through the use of Performance appraisals. Our performance appraisals are a series of constructive, developmental discussions, between line managers and their reports. They focus on helping people to realise their potential. To be effective, appraisals need to be a series of conversations that culminate in the performance appraisal review.

It’s much more effective (and easier) to appraise performance by regular meetings to discuss progress and provide support, rather than to wait for a single, annual appraisal meeting. An appraisal should not be a top-down process, where one side asks questions and the other responds. An effective appraisal meeting should consist of an open dialogue, more of a two-way conversation. Performance appraisals need to be a joint effort – it’s as much about self-appraisal as it is about the manager’s view.

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Appraisals are a shared assessment of performance, where performance is appraised jointly and goals are agreed together. The individual’s goals need to be aligned with those of the team or organisation. Performance appraisals should be based on trust and mutual respect. An appraisal works best when manager and employee know each other and there is mutual respect between the two. Such conditions need to be built over time with the manager taking the lead. Appraisals are a key part of the performance management cycle.

Appraisals are an important part of performance management, but an appraisal in itself is not performance management. Performance management is a broader process of which an appraisal is only one stage. For example, in the performance management cycle, the review and planning elements typically form an appraisal. However, the development and performance stages are part of the broader performance management process. To manage performance requires more than just a performance appraisal! I like to carry out informal mini reviews on an ad hoc basis culminating in a one-to-one conversation between myself and my team.

These are used to develop a shared understanding of the individual’s performance on an ongoing basis. Motivating the team to Improve Performance in the Workplace In my workplace I believe that there are three main factors that influence the way that people behave. * The company culture * The financial reward system * The effective management of people. Within ACL there are an accepted set of attitudes, values and behaviors – its ethos. It is a factor that influences staff behaviour in the workplace. Financial rewards, i. e. alary also play a big part as does whether people are managed effectively. This is Maslow’s Hierarchy of Needs I believe that applying the theory of Maslow’s Hierarchy of needs can help motivation as it ensures that if you follow these in order that all basic requirements are met. Physiological needs are the basic need. Are salaries enough to meet weekly bills, to feed them etc. Secondly, Safety needs are an obligatory need everyone needs to feel secure. Third, Social needs are very important such as good relationship between the staff because everyone must work in a comfortable environment.

It can motivate the staff to work together. After that, Esteem needs are very important as everyone must be given recognition for doing a job well so that they are motivated to continue their work every day. Finally, Self-actualisation is the last factor that influences staff motivation such as being promoted or given more responsibility. The value of Feedback in the Workplace The giving and receiving of feedback in the workplace it vital. Good feedback is highly motivational, developmental and encourages communication within the workplace.

Giving and receiving feedback is one of my most important responsibilities – my team and individuals within my team need to be kept constantly aware of where they are in relation to their agreed targets and goals if they are to make consistent progress. Feedback is intended to raise self awareness, build confidence, improve performance and motivate individuals. Feedback is a tool for performance enhancement, building relationships and motivating your team. There are many ways that feedback is given at work: – Praise: some can be ad hoc such as a thank you for staying late to finish an urgent job to meet a deadline.

I think that this can be really effective as it makes people feel that their effort has been recognised, and a sincere thank you or well done can go a long way. Feedback mixed with Positive and corrective action: I used to have to listen in to sales calls when I worked in banking and I had to give positive feedback mixed with something that they could improve on. This was a good way to increase levels of performance from my team and if done in the right way left the team member on a high as we discussed an area for improvement first and discussed how this could be done, followed by a couple of really positive elements of the call.

Another type of feedback can be to address under performance. This can be effective if you have spotted something straight away and if dealt with effectively can stop it happening again, or sometimes it may be an ongoing issue, but again if dealt with effectively is a good way to maintain or improve performance. This also works well for other team members and a big de motivator can be that management are seen not to deal with issues. By dealing with issues immediately shows the rest of the team that people will not get away with things.


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