Compensation and Benefits

1. Improve the Performance Appraisal Methods
Human Resources Department
360-Degree Appraisal
Graphic rating scales
Critical incident method
The Power of Consciousness by Darlena Pagan, 2012

2. Darlena Pagan
American InterContinental University
Unit 4 Individual Project
Improving Performance Appraisal System
May 18, 2012

3. It is believe the old performance appraisal system is causing problem for employees. My job is to improve
the Performance Appraisal Methods. In this paper, part I will demonstrate a cashier performance Assessment,
a description of a cashier and Job Evaluation Chart for Cashier. In part II, I will demonstrate ideas for
improving the performance appraisal methods. Furthermore, the objective of this paper is to differentiate
between various kinds of performance appraisal programs and identify the key guidelines used to evaluate the
relative worth of a set of jobs.

4. First, It is believe it is my responsibility to provide the Vice President with different types of
performance appraisal system. I am recommending three type of performance appraisal system to improve the
system; I will demonstrate such methods, for instance, Critical incident method, 360-Degree Appraisal, and
Graphic rating scales. Each of the performance appraisal method mentioned in this paper do one the or
another, for example, I have provide a description of the critical incident method, the 360-degree appraisal, I
had provide the pros and cons, and the graphic rating scales, I had provided a definition for the method but
also I had provide a transformation solution on it.

5. Secondly, These methods are common used method for the performance appraisal system that had
allow me to determine the factors for improving the overall of the performance appraisal system. In
fact, employees must be aware of introspective self-consciousness. This awareness allows the employee to
mentally identify their perception of their performance and how it collaborates with the company’s goal. In
addition, the introspective self-consciousness collaborating with the performance appraisal system provides a
process for the employee to understand their work responsibilities to perceived and compare it to previous
experience. In fact, improving the performance appraisal system collaborates with the consciousness of
employees to gain awareness of quality and quantity within oneself. Putting the employee in a state or knowing
the fact of being conscious of their performance by recognizing the internal and external goal of the company.
Such great awareness allows a particular concern social interacting with organization’s philosophy, meeting
supervisors and managers’ expectations, meeting their own self-evaluation consciousness due to right and
wrong approaches.

6. Thirdly, The power of consciousness allows employees to characterize themselves through
sensation, emotion, volition and thought as a result of rebuilding ideas and preparing themselves for
transformation to improve work performance and evaluation. Furthermore, the employees become in a total
conscious states to regained consciousness to the reason they were hired and allow they to feel the hunger of
the position when they first apply for the job as a result of the normal state of regaining work consciousness.
Moreover, my recommendation for improving the performance appraisal systems is to promote the upper level
of mental consciousness of which the person is aware as contrasted with unconscious processes. In this paper,
it compares my ideas and research with Joseph J. Martocchio author of Strategic Compensation. Comparing
both ideas helps provide a positive transformation in resolving the problems in the Performance Appraisal
System as the result of Performance Appraisal System Reform.

7. Cashier performance assessment needs improvement on
the following:
 Procedural knowledge and skill
 Verbal communication skills
 Creativity
 Consistently good judgment
 Attendance
 Customer service skills

8.  $18,500 per year
 high school diploma or less
 No work experience
 Provided on the job
 greet customers
 Use scanners
 Use cash registers
 ring up items
 accept payments of customers
 exchange providing a change and receipts
 bag or wrap purchases
 handle returns and exchanges of merchandise
 making sure that items are in good condition
 using the right procedure for cash, credit cards, or other types of payment
 answer customers' questions
 give information about the store's procedures and policies
 Help customers to sign up for store rewards programs
 Help customers to apply for store credit cards,
 count how much money is in their register in the beginning of their shift and at the end of their
shift

9.  Knowledge/Education 5
 Skill 3
 Responsibility 6
 Effort 2
 Working Conditions 3
 Total Points 19

10. Critical incident method
 • Describe a situation
 • Identify an important action
 • Determine whether the out is effectiveness or ineffectiveness
360 degree performance appraisal’ Pros and Cons
Pros
 • To provide a link among employees
 • To allow employees to evaluated managers’ relationship with people
 • Observed Transformation and Improvement on Cultural and Relationship
Cons
 • Do not have any negative impact on employees
 • Is not confidential
 • Employees made complaints only verbal to managers or supervisors
Job Evaluation
 Four Qualitative Job Evaluation Techniques
 Ranking
 Classification
 Factor
 Method
Martocchio, J., 2009

11. PART I
Gratuity Method
 To provide appreciation to employees
 To remember to give a give to employees on special days, such as, holidays
and employees’ birthday
 To invited an employee for breakfast, brunch or dinner paid by the company,
supervisor or manager as a result allow the employee to select the place for
dinning
Martocchio, J., 2009

12. Employees’ self-evaluation
 Allow the supervisor or manage to know the employee
 Allow the employee to understand their understand your
motivations, plan goals and reflect
 Providing a fair evaluation on employees
 Manager or Supervisor can compare employees evaluation of
themselves with what they already know about the employee
Martocchio, J., 2009

13. Kant's View of the Mind and Consciousness of Self (Synthesis)
 Individual experiences or a single integrated group of experiences
 To provide a single common interests in employee’s performance
 Consciousness of performance representing an object(s) or in unified
 Identifying one employee experiences making it an group experiences
 How one employee experience can affect a group experiences
 Consciousness
 Apperception
 Paralogism
 Introspective self-consciousness
Martocchio, J., 2009

14. Employee’s Rehabilitation
 Supervisors or Managers recommendation to employees’
Rehabilitation
 Treatment Program for addictive habits
 Wellness Program
Martocchio, J., 2009

15. Comparing my ideas and research with Joseph J. Martocchio author of
Strategic Compensation, it was interesting that we had similar ideas based on
improving the performance appraisal system. Even though, if you examine
Part II and Part III of this paper, you learned that we had used different
wording but very much had similar ideas for improving the performance
appraisal system. Some of you may opposed this Powerpoint Presentation
because the human conscious is so complex, we all have the right to find
solutions to improving the performance appraisal system for the purpose to
provide a fair justification for our actions and each other actions in workplace.

16.  Trait System
 Comparison Systems
 Behavioral Systems
 Goal-oriented Systems
Martocchio, J., 2009

17.  Trait System allows the raters to evaluate employee’s traits or
characteristics, for example, quality of work, quantity of
work, appearance, dependability, cooperation, initiative, judgment,
leadership responsibility, decision-making ability or creativity.
Martocchio, J., 2009

18.  Comparison Systems allows supervisors or managers to compare
an employee’s skills with other employees as a matter of forced
distribution which has drawbacks.
Martocchio, J., 2009

19.  15 percent well below average
 25 percent below average
 40 percent above average
 5 percent well above average
Martocchio, J., 2009

20.  15 percent of the animal keepers will be rated as having exhibited poor performance
 20 percent of the animal keepers will be rated as having exhibited below-average performance
 35 percent of the animal keepers will be rated as having exhibited average performance
 20 percent of the animal keepers will be rated as having exhibited above –average
 10 percent of the animal keepers will be rated as having exhibited superior performance
 Behavioral Systems
Martocchio, J. , 2009

21.  Free on rater errors and biases
 Critical incident technique, behaviorally anchored rating scales
 Behavioral observation scales
Martocchio. J., 2009

22.  Most effective performance appraisal technique for supervisors,
employees
 Employees and supervisors determine objective tied to corporate
strategies
 Employee self-evaluation
Martocchio, J. , 2009

23.  Findley, H. (n.d.). Reegineering The Graphic Rating Scale, Retrieved from Troy State University / Hogeschool Gent
 Findley, H.. (n.d.). Reegineering The Graphic Rating Scale, Retrieved on May 18, 2012 from
http://business.troy.edu/Downloads/Publications/TSUSBS/2002SBS/2002GraphicScale.pdf
 Human Resources. (2012). Performance Appraisal Methods, Retrieved from Human Resources.Hrvinet.com
 Human Resources. (2012). Performance Appraisal Methods, Retrieved on May 18, 2012 from
http://www.humanresources.hrvinet.com/performance-appraisal-methods/
 Linman, T. (n.d.). 360-degree Feedback: Weighing the Pros and Cons, Retrieved from edweb.sdsu.edu
 Linman, T. (n.d.). 360-degree Feedback: Weighing the Pros and Cons, Retrieved on May 18, 2012 from
http://edweb.sdsu.edu/people/arossett/pie/Interventions/360_1.htm
 Martocchio, J. (2009). Strategic Compensation: A Human Resource Management Approach (6th Edition), Traditional
Bases for Pay (Chapter 3), pages numbers, Pearson Incorporation, Prentice-Hall, Upper Saddle River, New
Jersey, Retrieved from American InterContinental University’s Bookshelf
 Stanford Encyclopedia of Philosophy. (2004). Kant's View of the Mind and Consciousness of Self, Retrieved from
Stanford Encyclopedia of Philosophy
 Stanford Encyclopedia of Philosophy. (2004). Kant's View of the Mind and Consciousness of Self, Retrieved on May
18, 2012 from http://plato.stanford.edu/entries/kant-mind/
 U.S. Office of Personnel Management. (2012). Performance Management, Retrieved from The U.S. Office of
Personnel Management
 U.S. Office of Personnel Management. (2012). Performance Management, Retrieved on May 17, 2012 from
http://www.opm.gov/perform/overview.asp