The Future of Performance Appraisal Systems
Over the course of this course we have conversed about the state of the performance appraisal systems as they exist in today’s organization. However, much has changed among evaluations/appraisals over the past years, and even greater changes are projected in the near future (according to research on this subject). In the final Critical Thinking Assignment of this course, assume you have recently been hired as a human resource consultant for Saudi Arabia Airlines. The CEO hired you because of considerable dissatisfaction with their current performance management system and you have become a recognized expert on the future of the performance appraisal systems that may organizations are moving towards.
The CEO has requested that you compose a brief, 3–4 page Executive Summary that details the following to him and the Board of Directors. The Executive Summary must address the following:
The two most significant challenges, or errors, that are more often made in appraisals utilized today.
The three most significant changes that should be made to the current performance appraisal system to make them timely and relevant (for instance, one of the most significant changes is that no longer will an appraisal be given “annually” but on a more timely basis, typically quarterly).
The future of the performance management system. Given the prevalence of remote work, consultants, contractors, and part-time work – and fewer full-time jobs and long-term employees—what is the future relevance of the performance management system and how should they be adapted to maintain their importance.
For those unfamiliar with an Executive Summary, examples can be found throughout the Library. Here are also several websites to view: