Group Research Project
Should Employers Get Rid of Performance Reviews? (page 170)
By
Kathleen Guerra
Shelsea Guerrero
Monica Garcia
Klaryssa Garcia
Eduardo Tafolla
MHSM 4310-V01
HR in Health Care Management
Dr. Hilaire Saint-Pierre
April 22, 2018
A performance review, also known as a performance appraisal, provides an opportunity for a
supervisor and an employee to go over the employee’s performance to discuss successes and areas
that need improvement for the employee’s future with the organization. Most organizations hold a
formal performance review on an annual basis which allows for enough time to reflect on where the
employee stands. Some topics of discussion may include personnel decisions, such as promotion,
change in compensation, disciplinary action, transfer, or recommendation for training.
If an employee is performing well they may have the opportunity to earn a promotion to a
higher position with better pay, or an increase in their salary in recognition of their hard work. As
managers, it’s important to recognize employees that do well because employee satisfaction is key to
keeping employees happy and it makes them feel good when they know that their performance is
noticed by management. Not all performance reviews are positive and sometimes managers will have
to address negative actions done by employees. If an employee is consistently late to work, if they
call in frequently, if they constantly must be reminded to stay on task, or management receives
complaints from others about them, those are examples of where the employee needs to improve to
continue employment with the organization. Minor corrections and adjustments can be discussed as
well so that they employee can be molded to their fullest potential.
Employees should be provided with feedback continually by their supervisors and not just at
review time. The performance review is not the time to surprise employees with areas that need
improvement, it should provide a clear view of solutions the employee must take based off previous
discussions related to their performance. While the performance review is taking place, the employee
can be given the opportunity to have a one on one discussion with the supervisor to provide a
response about any questionable behavior and to be advised of what standards are expected moving
forward. Recognize and thank employees for their strengths and contributions to the overall success
of the organization and remind them of their weaknesses if there is still room for improvement.
As managers we want to hire and retain the best employees, but not all employees that are
hired are the best fit for the job. If there is no positive change in the employee’s performance, then
decisions will have to be made about whether further disciplinary action will be taken such as write
ups or suspension, or if they employee may be transferred to another department where they are
given the chance to stay with the organization but doing something else. Training can also be
recommended to the employee to enhance their knowledge and develop their skills. Ultimately as
uncomfortable as it is, managers will at times have to terminate an employee. Firing an employee
isn’t the ideal situation, but if it’s necessary managers must be prepared for it. First and foremost, the
goal is keep employees who are hired on track and the overall success begins with management and
what steps they will take to make sure employees are successful.
One form of organizational development is using a performance improvement plan. The main
aim of this strategy is to increase the efficiency of a process and to enlarge the outputs. This
organizational development can take place at different levels which include the employee level, the
managerial one, and the entire organization. In the organizational development process, there is always
a conflict between the employees’ interests and the managers’ ones. Most employees are concerned
with the increase in compensation, while the managers are focused on the productivity growth. This
conflict can lower the output of the employees and the managers.
Performance improvement plan is used to identify the weaknesses of employees and the areas
they need to improve. One of the advantages of the plan is to come up with the substandard
performance of the employees and help the workers understand why they did not meet their goals. The
plans should be specific so that they can address deficiencies in an employee. Also, the plans can be
used for documentation (Rajeswari and Palanichamy 2). The employees might not be aware of the
areas that they are lacking. A good improvement plan may involve keeping employee’s performance
records for a given period. In addition, feedback can be collected from the supervisor or the employer.
Employees can realize their potential when a good improvement plan is used.
While most employers are concerned with high productivity, employees are usually focused on
the compensation growth. The concerns of the employees can affect the business positively or
negatively, depending on how they are handled. Employees will always want a good payment for the
work they have done for their self-esteem, as well as for meeting their needs. Most employees want
their salaries to be competitive despite the kind of job they do. Employers should consider taking care
of other expenses such as insurance and health costs for the employers. Also, the employees feel more
appreciated when they get awards and bonuses (Christensen and Barr 35). They feel that their efforts
are valued, and as a result, their productivity is likely to improve. High compensation can better the
efficiency and productivity of employees.
A performance improvement plan will only succeed if there is good communication in an
organization. Through communication, the managers can do basic functions, such as planning and
management. Besides, effective communication can motivate the employees. The employers can know
