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Case #2 Question #2 Draft.docx

2 Pages
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Department
Human Resources
Course Code
MHR 523
Professor
Anne Hardacre

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Description
It is clear that Maple Leaf Shoes Ltd. has a personnel appraisal system that contains a number of flaws. And due to these shortcomings, it is recommended that Lance Maple Leaf Shoes Ltd. come up with a personnel appraisal system that both employees and managers believe in. The present personnel appraisal system does not focus on effective employee and manager involvement, which is the reason that nobody gives any real time to ensuring that it is done properly. The implementation of a new appraisal system based on the opinions of managers and employees will help all sides believe in the new personnel appraisal system and what it could do for the future in terms of careers for employees as well as for the organization as a whole. By implementing a personnel appraisal that consists of the Balanced Scorecard Concept and Management by Objectives Approach, which is based on the results of a survey taken by all members of the organization, a consensus would be reached on the importance of what a proper personnel appraisal system could do for Maple Leaf Shoes. The first step that should be taken in implementing a new performance appraisal system is surveying the managers and employees of Maple Leaf Shoes Ltd. The survey questions should address what is expected from employees, what employees expect from the managers/organization, what is expected of managers and what is expected from the organization as a whole. Moreover, these questions should be answered via a ranked key from strongly disagree to strongly agree and the answers to these questions should be the basis for the new personnel appraisal system. While preparing the new performance appraisal system, Maple Leaf Shoes Ltd. should begin with implementing a Balanced Scorecard Concept, which incorporates the twelve characteristics of an effective performance appraisal system – validity, reliability, input into system development, acceptable performance standards, acceptable goals, control of standards, frequency of feedback, rater training, ratee training, input into interview process, appraisal consequences and different sources/raters. The balanced scorecard method combines the performance measures of an entire organization rather than focusing on individual performance measures. The balanced scorecard integrates the financial components of the company (revenue/spending) alongside other fundamental performance indicators such as customer satisfaction, internal organ
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