Case Study zu einem Appraisal System/Mitarbeiterbeurteilung
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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4.1 Preparation accessed Angelika appraisal meetings appraisal process appraisal system needs BDSG Becker benefits from collaborating Betriebswerfassungsgesetz 1972 BetrVG Bibliografische BPersWG Buch Bundesdatenschutzgesetz Clear goals codetermination communication-system company culture corporate culture created creation criteria current evaluation system date of issue Datenbanken development phase eBook employee appraisal employer/workers council agreement Executive Summary Fersch Gerry GRIN Verlag Grundlagen Günter Heinz Helmut help Schick Human Resource Management identify training needs implementation Internet Introduction and research Josef Karl-Heinz Lauri legal aspect Legal foundation List of abbreviations low performance management rated Manfred middle and upper MitbestG Mitbestimmungsgesetz 1976 Mullins München Oechsler old lower management old managers Prechtl Problems and solutions qualified labour Randell recently been acquired redundancies research questions restructuring Schick ltd Schick needs Schick staff Schick wants Schmalen Schuler sowie Stuttgart Successful appraisals system at Schick system for Schick system to identify transparency upper management Wagner Wirtschaft Wöhe workers council WWW.GRIN.com