HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development

Grand Canyon University HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development– Step-By-Step Guide

This guide will demonstrate how to complete the Grand Canyon University HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development  assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development                      

Whether one passes or fails an academic assignment such as the Grand Canyon University HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development     depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development                      

The introduction for the Grand Canyon University HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development    is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development                      

After the introduction, move into the main part of the HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development    assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development                      

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development                      

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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Sample Answer for HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development

Human resource management (HRM) is a crucial component of an organization’s leadership and development concerned with employees’ relationships, motivation, and overall performance. Among many roles, HR managers guide the organization in reviewing employees’ performance to determine whether it matches the desired levels. Accordingly, performance appraisal is a crucial function for determining employees’ job performance and their overall contribution to the organization. It enables departmental leaders and the management to provide positive feedback, develop programs for employees’ growth and development, and determine how to motivate employees. The case study of Performance Appraisal at Telespazio illustrates how appraisal systems are used in organizations. The purpose of this paper is to describe how the organization uses appraisal assessments, improvements required, and benefits of selected appraisal tools and interviews. 

Performance Appraisal at Telespazio 

Using the Appraisal Assessments to Identify Employee Roles 

Organizations use performance appraisal differently. However, their primary purpose is to ensure that an employee’s performance is reviewed and documented (Addabbo et al., 2020). Telespazio uses appraisal assessments to identify employees’ roles through the company’s electronic assessments that evaluate employee performance and identify the organization’s needs. When reviewing the performance, the electronic system collects information regarding employees’ roles, expected performance, and current performance. The assessments also enable the organization to assess and determine the skills needed for an employee to perform optimally. A comparative assessment of the current versus the desired outcomes also guides the organization in determining the necessary development programs to optimize performance. 

The Current Appraisal Systems and Performance Ratings  

Appraisal systems vary depending on an organization’s objectives, type of employees, and technological resources. From the case study, the organization used the group model before resorting to the matrix approach, a strong controlling model to take advantage of synergies (Profili et al., 2014). It also relies on the Telespazio Performance Appraisal for Development (TPAD). The primary reason for adopting this system was to ensure that the appraisal process is transparent and could efficiently provide reliable data on critical aspects such as compensation, employee training, and career advancement processes. The appraisal assessment’s focus areas are employees’ roles and competencies since the performance in each aspect profoundly affects the organization’s productivity. Performance ratings when focusing on roles and competencies include exceptional, beyond expectations, achieved expectations, met some expectations, and some expectations were met. Each rating can also be given a value to quantify performance. 

The other appraisal system characterizing Telespazio’s performance review methods is the 360-degree feedback applied concurrently with the management by an objective system. From a practice dimension, the system enables the organization to appraise performance and organizational needs objectively (Sharma, 2020). The defining element of the management by objectives (MBO) is organizational managers and employees collaborating to identify and organize objectives that will guide the appraisal process. They also set clear goals and objectives and develop mechanisms to achieve the set goals. The feedback element ensures that the organization involves employees in the assessment process. Incorporating employees ensures that the assessment is transparent and employee-centered (Sharma, 2020). Ratings used include excellent performance, high, adequate, and low (to be improved). The 360-degree approach also allows employees to rate their managers. Ratings include excellent, achieved, partially achieved, and not achieved. 

Telespazio’s Practices for Appraisal Interviews 

The organization’s practices mimic the general approach in many contemporary organizations. During the pre-interview period, managers and employees prepare for the performance appraisal by gathering relevant data about their performance and expectations. During the interview, the focus is primarily on employee results, gaps between the current and the desired performance level, and interventions necessary to address the performance gaps. Identifying performance gaps helps the organization, through the management, to address employee needs and weaknesses comprehensively (Addabbo et al., 2020). After the interview, appropriate training, mentorship, and other performance enhancement strategies follow to address the identified weaknesses.  

Necessary Changes to the Current Performance Appraisal Practices 

Generally, Telespazio’s assessment practices are effective since they help assess performance gaps and guide improvement. Also, they include pre-assessment, assessment, and post-assessment components. One of the changes that could be implemented to the current performance appraisal practices is quantifying the performance rating. The current ratings are primarily qualitative since they describe the performance as excellent, met expectations, and need improvement, among other ratings. Quantifying the ratings by assigning numerical figures is vital to provide the magnitude of performance. The other important change is to expand the current system. The TPAD system reviews performance by concentrating on the elements mainly used in the United States. As an international company, Telespazio should include elements used in other countries to ensure that it can assess diverse cultures fairly and competently.  

New Performance Appraisal Tool, Interview Method, and Benefits 

The organization currently relies on the TPAD system to assess its performance. The tool primarily focuses on employees’ performance without including appropriate development programs. The system is also qualitative. In response, Telespazio should consider electronic checklists with a weight or scale value attached to them. The tool evaluates and rates employees’ behaviors besides their performance. The other advantage of checklists is to allow independent rating and enable the organization to assess many skills and behaviors affecting performance. Assessing numerous components also minimizes bias in performance rating. On the effective method for conducting a performance appraisal interview, Telespazio should incorporate ranks when interviewing employees and managers. Under the ranking method, employees’ performance and behaviors in the same and different workgroups are ranked, and relative positions are provided numerically (Sharma, 2020). The other consideration is to use external performance assessors to reduce bias as much as possible. 

Recommendations to Telespazio Leadership 

Performance appraisals should have a positive purpose. They should accurately assess performance to guide the organization appropriately. The first recommendation to Telespazio leadership is to consider external assessors to ensure that the process is unbiased and objective as much as possible. The other recommendation is to ensure that the appraisal results are open for employees to see their strengths and areas requiring improvement. To enhance performance, the leadership should ensure adequate strategies to motivate employees based on their results.  

Conclusion 

The appraisal process involves a regular review of the employees’ job performance and contribution to an organization. It is usually an annual process to evaluate employees’ skills, achievements, and skill gaps. Telespazio’s case study provides a detailed analysis of the appraisal process, tools, and the interview process. It demonstrates how managers and employees can collaborate to assess performance and develop intervention programs to improve results. As recommended in this paper, Telespazio’s leadership should ensure adequate performance improvement strategies after appraising performance. Effective strategies include training and development, mentorship, and reward programs. 

Also Read

HRM 635 Leveraging Human Capital

HRM 635 Organizational and Personal HR Development Plan

HRM 635 Performance Appraisals: Aligning Strategic Goals to People Development 

References 

Addabbo, T., Ales, E., Curzi, Y., Fabbri, T., Rymkevich, O., & Senatori, I. (2020). Performance appraisal in modern employment relations. Springer International Publishing. 

Profili, S., Sammarra, A., Innocenti, L., & Gabrielli, G. (2014). Performance appraisal at Telespazio: Aligning strategic goals to people development. International Journal of Case Studies in Management, 12(1), 1-17. 

Sharma, F. C. (2020). Marketing management by Dr. FC Sharma: SBPD Publications (Vol. 1). SBPD Publications. 

Sample Answer 2 for HRM 635 Week 6 Performance Appraisal at Telespazio Aligning Strategic Goals to People Development

Performance appraisals evaluate how employees perform concerning the set goals and standards of an organization. Different models exist to appraise employees’ performance and each comprises tools and scales that measure skills and productivity against the standards, goals, and objectives set by an organization. Performance appraisals are also employee motivation tools and assist them in adjusting and embracing new approaches to work productivity (Lin & Kellough, 2019). The essence of this paper is to evaluate the case of Telespazio, a space services organization that developed a twofold performance appraisal system with the intent of using it in its organizational change and support decisions concerning employee management like rewards, compensation, career development, training, and mobility. The paper addresses different aspects of the organization’s performance appraisal mechanism that include the present appraisal approach, use of collected information to develop employee’s role, and performance appraisal practice interviews.

Current Appraisal Methods

The organization uses a performance appraisal tool that it developed in 2005 called the Performance Appraisal training tool (PAT) system. The tool aligns employees’ efforts with its goals and objectives at both local and international operational levels. The framework consists of employee management components like rewards and compensation, training and development care advancement, and mobility to meet its goals. The digital appraisal system focuses on enhancing transparency, sharing information, and focuses on enhancing core competencies and roles’ identification (Profili et al., 2018). The appraisal system evaluates and rates different types of employees, right from managers to specialists based on a 3-layer scale: Not Achieved, Achieved, or Exceeds founded on personal objectives concerning the organization’s goals. The tool also rates other cadres of employees and operators based on a 3-level scale that includes improving, standard, and outstanding. Therefore, unlike contemporary tools that focus on either rewards or punishment, the organization’s system aims at motivating and developing its human resource capacities.

Using Appraisal Assessment to Identify Employee Roles

Skills and competencies needed by organizations to attain optimal productivity should be identified and integrated with the Competency Management System. The model combines both organizational and professional skills against each employee’s skills for effective role identification and development. In the case of Telespazio, the needed skills comprise planning, problem-solving abilities, shared knowledge, and effective communication. The company ensures that there is effective competency management as it mandates managers to focus on performance and attributes demonstrated by employees when undergoing the assessment (Steers & Lee, 2017). The organization requires its managers to base their assessment through the identification of substantial facts and using parameters like outstanding, standard and improved. The determining factors are founded on the responsibilities of the respective employee, growth in their specialized field, and the level of development that has occurred since their previous appraisal.

The organization identifies employees’ roles by using certain questions, expectations to meet certain projections, and explanation of the job standards (Profili et al., 2014). The company evaluates the employees’ career development through the appraisal assessment to ensure that it enhances its bottom line. Employee self-evaluation also guides how the appraisal can offer benefits to employees and their roles for improved performance, growth, and promotions. The organization assesses and reviews the employees’ roles where necessary by using its appraisal tool. The tool helps in the identification of roles and generating solutions to offer employees and the organization suitable solutions, making sure that they remain objective and focus on strengths and weaknesses for better development.  

Current Appraisal System and Performance Ratings

The current appraisal system has various roles that include listing employees’ skills and their achievements and providing effective training activities to enhance address their weak areas. Secondly, the system offers ratings for employees based on their skills and accomplishments against the set company goals and objectives to ascertain that both parties have aligned parameters (Profili et al., 2014). Thirdly, the system offers suggestions on how the organization can enhance employees’ performance while achieving a logical work-life balance. The TPAD attains these goals through the initial interviews and the appraisal process.

Present Practices for Performing Appraisal Interviews

Telespazio’s current performance appraisal practices include its revised PAT or T-PAD (Telespazio Performance Appraisal for Development) tool that it reviews periodically and has been in effect since 2012 (Profili et al., 2018). The tool has created a new innovative culture in the organization. The organization has a direct supervisor who conducts performance appraisals which enables the management to get direct reports. The appraisal interviews also appraise objectives and required competencies.

Changes or Strategies for the Organization

While specific practices and precautions are part of the T-PAD system, the organization can deploy new strategies to the current performance appraisal practices to enhance outcomes and meeting of its goals. An innovative strategy that can be included in the appraisal tool is group simulations to observe the employees’ performance. Through the implementation of leadership group discussions before the interview process, the management can observe teams from the beginning to the end about essential projects and timelines and observe natural group dynamics. From the simulation, managers can engage employees directly in their areas that require improvement by looking at the key performance parts during the interview process. The discussion offers the employees an opportunity to get new ideas for their personal goals and career development (Lin & Kellough, 2019).

The second strategy that is essential to the performance appraisal system is ensuring that it aligns with the prevailing cultural and societal conditions, especially as it is a global organization with operations in various cultural settings. The use of cultural considerations will lead to optimal and effective implementation of the appraisal system by adapting to specific regions. However, the head office can make any reviews and have final input through system modifications to align it and ensure that it is not discriminatory for employees in such locations.

New Performance Appraisal Tool & Effective Performance Appraisal Method

Enterprise resource planning (ERP) is essential for the effective evaluation of an organization’s goals and objectives and allocating available resources for higher productivity and employees’ performance. Having a performance appraisal tool that integrates system applications and products in data processing (SAP) will enable managers and HR functions to leverage real-time employee performance data history so that the organization can identify the roles of various employees. The HR department should present these outcomes to the top management to assist in rating the performance of employees. The performance appraisal tool (PAT) is used by managers when conducting interviews for employees to assess their strengths and weaknesses based on their skills and capabilities (Meinecke & Kauffeld, 2019). By obtaining the results, they can recommend appropriate training to enhance employees’ skills for better performance and organizational productivity. The organization can incorporate its T-PAD framework to enhance the benefits of the PAT model. The new model incorporates both business and international perspectives as primary competencies to enable the company to attain better outcomes from its human assets. It is essential to note that the participation of the HR manager and employees is essential to the interviewing process.

Benefits of Appraisal Tool and Appraisal Interview

Companies conduct performance appraisals to obtain positive feedback and know areas that need improvement or training. For example, managers and employees can create training plans to enhance their skills. Therefore, performance appraisal allows managers and employees to develop short-term and long-term performance and development goals. The PAT tool will assist in the implementation of the rule-based workflow and the generation of key data to evaluate gaps. Performance tools support the completion of the appraisal cycle and provider selective features like individual plans, skills assessment, and management of compensation (Steers & Lee, 2017). The tool will assist in conducting reviews that include the setting of goals, financial evaluation, and monitoring the overall organization’s performance.

Appraisal interviews are critical as they monitor performance insights and employee scorecard. Through them, managers can have an accurate identity and develop effective ideas about performance and employees’ skills development. Holding appraisal interviews allows managers to appreciate the need for training for employees underperforming. Through the interviews, the organization can enhance their bottom-line since they have better-skilled employees.

Recommendation to Telespazio Leadership

A fair and realistic criterion to meet performance appraisal expectations requires leaders at the organization to consider different styles of management, especially for various teams in different countries and cultures. Through this approach, they can develop customized solutions to fit the various environments and enhance the performance of the respective employees (Meinecke & Kauffeld, 2019). Secondly, they should hold strategic meetings to identify key areas that require skills development among their employees. International managers should also have the autonomy to consider the cultural dynamics in their environment and develop training materials that meet such needs.

Conclusion

The case study on Telespazio underscores the importance of having responsive performance appraisal tools and interview tools to enhance overall employee performance in different operational settings. The analysis of the organization’s performance appraisal illustrates the need to incorporate new trends and approaches that leverage employees’ strengths and focus on identifying existing skills gaps for effective remedies. Organizations and the management and leadership should focus on these areas to enhance their overall performance in their marketplace and industries.

References

Lin, Y.-C., & Kellough, J. E. (2019). Performance Appraisal Problems in the Public Sector:

Examining Supervisors’ Perceptions. Public Personnel Management, 48(2), 179–202. https://doi.org/10.1177/0091026018801045

Meinecke, A. L., & Kauffeld, S. (2019). Engaging the hearts and minds of followers: Leader

empathy and Language style matching during appraisal interviews. Journal of Business

and Psychology, 34(4), 485-501. DOI:10.1007/s10869-018-9554-9

Profili, S., Sammarra, A., Innocenti, L. & Gabrielli, G. (2018). Performance Appraisal at

Telespazio: Aligning Strategic goals to people development. International Journal of Case Studies in management, 12(1): 1-16.

Steers, R. M., & Lee, T. W. (2017). Facilitating effective performance appraisals: The role of

employee commitment and organizational climate. In Performance measurement and theory (pp. 75-93). Routledge.