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process is an appraisal checklist (see appendix A). The appraisal checklist is essential in making sure that the rater follows guidelines and covers all items to be addressed in the interview.
The performance appraisal should be implemented so that it occurs at least every six months, and if possible, on a quarterly basis with a strong emphasis on two-way communication. In actuality, PA management is a continual exercise. When there are no surprises to either party, supervisors can cultivate desired behaviors on a daily basis. A consistent evaluation process is key in recognizing the success and validity of the system, as well as providing a method to incorporate suggestions received in a feedback retrieval process. Arrow should assess the value of the PA system by polling the raters and ratees to determine its accuracy, usefulness.
Finally, the PA plan should be incorporated within all human resource functions and management areas, such as employee training and selection processes. Training is an important function of a successful human resource management practice. As mentioned previously, there is a need for a management training program (external to the PA system training functions) that would facilitate a smoother transition for the young employees promoted to management positions. This will alleviate some of the issues raised by employees such as managers not knowing how to manage the employees they supervise.
Job analysis is an integral function in both the selection process and a solid PA system. It is important to strongly define the KSAO’s, core competencies, and job functions in order to hire and then cultivate the caliber of employees that are needed at Arrow. Incorporating the selection process, training, and performance appraisal functions into a database that can be accessed through the human resource information system is essential to providing a uniform system of checks and balances between these functions, thereby allowing Arrow to meet its goal toward developing a better workforce.