Appraisal system

Discuss the rationale behind the implementation of a systematic performance appraisal system. 

Discuss the difficulties in implementing a performance appraisal system within a pharmacy organization. 

Discuss issues of validity and reliability within the context of evaluating a performance appraisal system. 

What is a performance appraisal system What does formal appraisal have to do with employee motivation, productivity, and turnover ... 

What kinds of appraisals typically are performed in pharmacy environments How might these appraisal systems be improved ... 

As Chapters 8 and 9 pointed out, human resources are among a pharmacy s most valuable assets. Employee wages can account for one of the pharmacy s greater operating expenditures (see Chapter 15). Employees, however, should not be viewed as a cost but as an essential asset for organizational success. The ramifications of executing a good performance appraisal system extend to most human resources decisions. Table 10-1 summarizes some important points about the need for performance appraisals. 

Many performance appraisal systems allow the manager to either rate employees on a given set of attributes or rank them in comparison with other... 

A number of performance appraisal systems are in use. These systems are summarized in Table 10-2. Performance appraisal methods typically are categorized into three broad types absolute, relative, and outcome-oriented (Segal, 1992). 

Three types of relative performance appraisal systems are used. One is called alternation ranking, a method in which the rater chooses the most and least valuable persons from a list of employees with similar jobs. Both names are crossed off, and then the procedure is repeated until every employee on the list has been ranked. With its ability to eliminate central tendency and leniency and with its ease of implementation, alternation ranking may appear appealing. However, aside from its failure to generate feedback, the halo effect could come into play. Moreover, employees may be concerned with the potential for bias and inaccuracy by the evaluator, especially when criteria for performance have not been delineated clearly. 

ENSURING VALID RESULTS FROM THE PERFORMANCE APPRAISAL SYSTEM... 

Managers often view performance appraisals as an undesirable task, but careful planning and implementation should make them less onerous. Performance appraisals are closely finked to employee motivation, performance, commitment, and turnover. Numerous systems are available, each ofwhich has its strengths and drawbacks. The formal appraisal must be accompanied by frequent and substantive informal feedback. The appraisal interview is key to the success of the appraisal system. The allocation of organizational rewards must be finked closely to the results of the appraisal process. 

What types of skills do you think are necessary for selecting and implementing a performance appraisal system What about for conducting an appraisal interview ... 

Mohrman AM, Resnick-West SM, Lawler EE III. 1989. Designing Performance Appraisal Systems. San Francisco Josey-Bass. 

Assigning a person to a project team is in effect a secondment to that team. The individual s priorities and loyalties now He with the project. For the period of the project, management of this resource is in the hands of the Project Manager. For individuals to feel happy in this situation they have to be reassured by the R D Manager that the performance management and appraisal systems will take this twin management aspect and loyalty into account. 

Arthritis causing inflammatory and degenerative changes around joints affects 43 million in the United States, and CDC projects that this will rise to 60 million by 2020. It can be caused by more than 100 different diseases, but the commonest are osteoarthritis and rheumatoid arthritis. New medications, such as the anti-tumor necrotic factor a-blockers, raise fresh challenges to clinical study methodology because of limitations on nonclinical toxicity predictors and the application of biologic measurements on a traditional drug appraisal system. 

JCP is at the forefront of the modernisation of the British public sector. In 2002 JCP inherited a network of 1,500 offices and 90,000 ES and BA staff, who were primarily civil servants but with separate collective bargaining structures, agreements and appraisal systems. Staff numbers are planned to fall to just under 69,000 by 2008, a reduction of over 20%, at which point JCP will comprise 850 front line offices, 25 contact call centres and 77 Benefit Delivery Centres. Staff... 

Space managementsystems Property deielopment and construction system Project appraisal systems Cor a(4 management system... 

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