HUman CApital Management
EVOLUTION OF APPRAISAL TO INDIVIDUALIZED PERFORMANCE MANAGEMENT TOWARDS THE HUMAN RESOURCE PLANNING PROCESS
TABLE OF CONTENTS
Abstract 2
1.0 Introduction
2.0 Body
2.1 A critique of the appraisal system 3
2.2 An evaluation of the process that enabled the performance system to develop 4
2.3 An evaluation of the issues of how the workforce could be included in this process 7
3.0 Conclusions 10
4.0 References 16
ABSTRACT
Many literatures have been written and argued on Human Resource Management (HRM) in the past dated as early as in 1960’s. However, only since two decades ago, the whole culture of human resource management changed drastically due to extensive influence of internet, wireless connection and Steve Job. This paradigm shift of HRM was mooted by most of the present Fortune 500 companies such as Apple, Google and Bloomberg. These companies which was formed about two decades ago changed the landmark of Human Resource Management. Human Resource Department changed role from hiring and administrating workforce for the company to engaging and managing talent and human capital to add value to the organization’s performance and success. The trend was established that human capital or the people of the organization are the core which shall be well capitalised to ensure success in current business environment. Therefore, HRM policies and requirement changed drastically. One of it is the performance management of this human capital. This literature analysed on what are the problem faced in measuring performance management or appraisal of staffs, the factors prompting organization to reconsider or overhaul their performance management system and on how organization could improve the performance management system to suit current SHRM environment which the workforce demands. The problems with the appraisal system were found to be standard of performance measurement, more
TABLE OF CONTENTS
Abstract 2
1.0 Introduction
2.0 Body
2.1 A critique of the appraisal system 3
2.2 An evaluation of the process that enabled the performance system to develop 4
2.3 An evaluation of the issues of how the workforce could be included in this process 7
3.0 Conclusions 10
4.0 References 16
ABSTRACT
Many literatures have been written and argued on Human Resource Management (HRM) in the past dated as early as in 1960’s. However, only since two decades ago, the whole culture of human resource management changed drastically due to extensive influence of internet, wireless connection and Steve Job. This paradigm shift of HRM was mooted by most of the present Fortune 500 companies such as Apple, Google and Bloomberg. These companies which was formed about two decades ago changed the landmark of Human Resource Management. Human Resource Department changed role from hiring and administrating workforce for the company to engaging and managing talent and human capital to add value to the organization’s performance and success. The trend was established that human capital or the people of the organization are the core which shall be well capitalised to ensure success in current business environment. Therefore, HRM policies and requirement changed drastically. One of it is the performance management of this human capital. This literature analysed on what are the problem faced in measuring performance management or appraisal of staffs, the factors prompting organization to reconsider or overhaul their performance management system and on how organization could improve the performance management system to suit current SHRM environment which the workforce demands. The problems with the appraisal system were found to be standard of performance measurement, more
References: What is performance appraisal? According to (Pallister and Isaacs, 2003); the definition of performance appraisal is “An evaluation of the performance of an employee