Applied Human Resource Management: Strategic Issues and Experiential Exercises gives business students in-depth, hands-on experiential learning applications to help them develop the skills they will need as human resource professionals who deal with people in diverse settings and situations. Providing maximum teaching flexibility, each chapter presents ten different issues that organizations must resolve to manage their human resources effectively. These chapters also offer four distinct types of interactive learning experiences: Strategic Issues in HRM Exercises, Applications, Experiential Exercises, and Creative Exercises.
Offers four Strategic Issues in HRM exercises in each chapter that can be used for class discussions, assigned as homework problems, used as topics for group presentations, or incorporated into tests as essay questions; Includes two Applications per chapter, brief projects that require students to apply a human resource management concept to a realistic situation, which are ideal for use as homework assignments, instructor illustrations/demonstrations, or in-class projects; Provides two Experiential Exercises in each chapter to provide students with hands-on learning experiences within a realistic context; Includes two open-ended Creative Exercises per chapter that ask students or teams to develop unique solutions to realistic problems using what they have learned; Provides a list of each chapter's exercises grouped according to The Human Resource Certification Institute's Body of Knowledge in Human Resources Management categories to help instructors plan the exercises they want to use according to the HRM Body of Knowledge
This book is an ideal core or supplemental text for graduate-level courses in Human Resource Management, Advanced Human Resource Management, and Personnel Management in departments of business, management, public administration, education, and psychology.
Chapter 6: Performance Appraisal
The most important purpose of performance appraisal is to evaluate the employee's job performance as the basis for employment decisions such as continued employment, merit pay, and bonuses. Job performance information might also be used to identify training and development needs where an employee's performance needs improvement and to evaluate the effectiveness of training and development programs. Another purpose is to give the employee feedback on his or her job performance, to motivate improved performance in the future. When employees get no feedback on their performance, they may become demotivated, because they do not know whether they are doing a good job, or they may interpret the lack of feedback as indicating that their performance is satisfactory, even when it needs ...