Case Study zu einem Appraisal System/Mitarbeiterbeurteilung
GRIN Verlag, 2012 - 28 pages
Studienarbeit aus dem Jahr 2011 im Fachbereich BWL - Personal und Organisation, Note: Dinstinct / 1, University of Worcester, Veranstaltung: Englisch, Sprache: Deutsch, Abstract: Executive Summary Schick ltd. has recently been acquired by a competitor and is going through a restructuring phase and a change of management culture. An evaluation system with the goal of identifying training needs has been implemented without the consultation of the staff and its representative. The new appraisal system and other changes have created unrest amongst the Schick staff. In this document an analysis of the current evaluation system is conducted diagnosing the problems and recommending solutions for Schick. Major concerns are the missing transparency in the creation of the evaluation system, the lack of guidance for the appraisees and appraisers resulting in a high variance of ratings. The second section of this document explains the legal aspects of the employee involvement when creating a new appraisal system. In a new approach to implement an appraisal system Schick needs to cooperate with its employees ahead of time. Not only is this a legal requirement, but it should also generate the trust into the new system that should help Schick to improve employee performance. The third chapter provides a blue print for the creation and implementation of a new appraisal system at Schick. Clear goals stand in the beginning of the process and allow the definition of the performance criteria in the development phase. Discussions with the management and staff create the unification Schick needs to be successful and allow to build an employer/workers council agreement as basis for the appraisals. When a good system has been designed it can be implemented across the whole company. The new appraisal system can help Schick to prepare for the future, but it needs to be reviewed after the first complete round of appraisals. Improvements and enhancements should be identified in round table discussions with all Schick staff. Concluding we find that the appraisals can be a strategic process to achieve superior and sustainable organizational performance at Schick.
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akademische Texte appraisal meetings appraisal system needs Appraisal System/Mitarbeiterbeurteilung GRIN Appraisees and appraisers Armstrong based criteria Becker beneﬁt benefits from collaborating Betriebsverfassungsgesetz 1972 BetrVG BPersVG Bundesdatenschutzgesetz Christine 2009 codetermination communication-system company culture corporate culture create unrest amongst current evaluation system deﬁned deﬁnition difﬁcult discussions Donald L employee appraisal employee appreciation employer/workers council agreement Enron FAQ document Fersch ﬁrst Gerry GRIN Verlag Grote Grotzfeld guideline Haub help Schick his/her identiﬁed identify training needs improve employee performance introduction and design Jörg Wiechers Josef Kirkpatrick Lauri Legal foundation legal requirement management rated Manfred Mentzel Michael MitbestG Mitbestimmungsgesetz Mullins Oechsler old lower management old managers Orlitzky performance at Schick qualiﬁed labour Randell rate their subordinate recently been acquired redundancies restructuring Schick employees Schick ltd Schick needs Schick staff Schick wants self-appraisal situation at Schick Successful appraisal systems Svenja system at Schick system for Schick transparency Wiechers Case Study workers council