Case Study zu einem Appraisal System/Mitarbeiterbeurteilung

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GRIN Verlag, 2012 - 28 pages
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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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