Human Resource Management



Select one of the following articles to analyze:

“Time to Scrap Performance Appraisals” by Josh Bersin, May 6, 2013, Forbes Magazine or
“Make Performance Appraisal Changes Friendly” by Edwin Lawler, III, July 29, 2013, Forbes Magazines

Answer the following questions separately (make sure you include the question with your response):

1. Summarize the key points in the selected article. You need to show an in-depth understanding and knowledge of the points made by the author in relation to Performance Appraisals.
2. Do you agree or disagree with the points made by the author? Explain your reasoning with your theory on why companies should or should not have Performance Appraisals.

3. To support your theory additional research is needed. Find an academic article (from a valid business source such as Forbes, Fortune, Bloomberg News, New York Times, Wall Street Journal, etc.) that backs up your theory on whether companies should or should not have performance appraisals. Once you locate the article summarize the key points the author makes and explain why it coincides with your points. This is a good exercise to test your research skills.

CLEARLY INDICATE NUMBERS 1, 2, AND 3 ABOVE EACH RESPONSE I.E, 1 (Summary), 2 (whether or not you agree with the points made by the author), and 3 (additional research to support your theory)


Microsoft Word Document with APA formatting and 12 pt. font double spaced

Provide a title page, minimum 3 pages of content and a separate reference page (include the article noted above plus information from the Units and other credible sources to support your views)

Cite all your sources and include them in your Reference (APA format guidelines under Course Information)

Each question should be answered separately with two to three paragraphs of substantiating data.

Important: The purpose of this assignment is to measure the student’s understanding of the lessons learned via class lectures, supporting documentation within the Units and your own research. Cutting and pasting from a resource is not allowed. You need to research a topic for full understanding and then present the information in your own words. All information that is reworded or restated still needs to be cited in accordance with APA guidelines. Safe Assign may be used to prevent plagiarism and to create opportunities to help students identify how to properly attribute sources

Performance Management and Appraisals – the link below will lead you to one of the many references aimed at helping you understand the purposes of Performance Appraisals


Performance Appraisals


Summary. 2

An Analysis of My Views Regarding Lawler III’s Arguments. 3

Additional Research. 4

References. 6


The article under review in this essay is “Make Performance Appraisal Changes Friendly” by Edwin Lawler, III. In this article, Lawler III (2013) strongly asserts that organizations ought to be more aggressive in accommodating changes that have become characteristic of today’s business world. He claims that most performance management systems are quite demanding and encompassing in the sense that they tend to warrant a certain degree of commitment to the achievement of predetermined goals and to the attainment of skill sets over a span of time (usually one year for most organizations). In his view, the danger with this approach is that it is susceptible to bias and prejudice in that it does not foster constructive change. Furthermore, it sets employees on a path of acquiring skills that are obsolete. In addition, it places focus on the achievement of specific goals and objectives that are often not future-oriented. This risky tendency results in employees becoming more conservative and rigid instead of flexible and open to change.


      According to Lawler III (2013), some management practitioners highly disregard the need for performance appraisals based on the argument that they neither instill any motivation nor lead to significant improvement in terms of skill acquisition. By extension, the proponents of this dogmatic view claim that performance appraisals merely lead to a waste of time and resources. However, empirical research provides compelling evidence against this view (Lawler III, 2013). In Lawler II’s view, performance management systems do in fact outline clear-cut goals in addition to fostering a strong positive correlation between job performance and rewards tied to them.

Nevertheless, a major drawback of performance management systems is that they do not influence future behavior per se. Fortunately, though, they indeed result in significant positive organizational change if modeled and restructured correctly. This is only possible if they are constructed in such a way that organizational change is prioritized.

An Analysis of My Views Regarding Lawler III’s Arguments

I strongly agree with Lawler III’s arguments about performance appraisals. Companies should retain these performance management systems, but make slight modifications to them to make them operations-oriented and efficient in the long run. Such alterations should include setting clearly defined goals that are at the core of the appraisal systems to serve as strong motivators, focusing on skills that are relevant in the future as opposed to having short-term skills that become obsolete and finally, retaining rewards in certain instances of failure because people learn from mistakes as opposed to punishing employees by terminating their employment or suspending them. These changes are necessary considering that the main reason that most appraisal systems fail is that the majority of the companies lack specific goals (Aamodt, 2010). The view is also supported by numerous national surveys that have revealed that most appraisal systems are prone to failure due to a lack of clear goals (Coens & Jenkins, 2002).

      Furthermore, there are several ways in which companies can adjust performance review systems to make them better. To begin with, they can forego the annual reviews and instead opt for a better timeline, say quarterly. This is because one major annual review is barely enough to assess the performance level of every employee in a fair and objective manner. Additionally, the annual cycle of review creates room for bias and prejudice. Frequent analysis and sharing of feedback with employees are highly beneficial measures that can contribute to the overall growth of the organization. Secondly, companies should re-model their outdated rating methods. It is quite unfair for managers to evaluate employees based on universal aptitude tests while neglecting actual workplace realities. The tests do not give an actual portrayal of the employees’ value, hence the need to restructure the entire appraisal system. Most traditional appraisal systems are comprised of numerical scales that overemphasize qualitative aspects thereby hindering managers from measuring the actual value of employees (Aamodt, 2010). In their reformed form, the performance appraisal systems will become pivotal to organizational success by helping managers to assess employees’ strengths and weaknesses.

Additional Research

      In the article “What Your Performance Management System Needs Most” published in the Business Journal, Oberoi and Rajgarhia (2013) assert that performance management systems are essential in determining the survivability of a company. However, a good appraisal system is only fruitful if it is well-managed. The article places emphasis on the need for collaboration, partnership, and communication to constitute a coherent and sound assessment system. Additionally, it is important that companies have such systems in place to identify and reward employees whose performance is exemplary to be able to maintain organizational growth. Oberoi and Rajgarhia (2013) further posit that those systems that are ineffective have effects on the motivation of employees causing them to perform negatively.


This article strongly supports my earlier argument that companies should strive to have effective appraisal systems to measure success levels. A good evaluation system should be composed of cooperation, collaboration, goal setting, feedback, rewards, and recognition to yield sustainable growth in the long run. Furthermore, the overall effectiveness of the system will largely depend on managerial abilities. Managers should be conversant with how the system works in addition to being committed to conducting analyses of employee performance more regularly to avoid bias. More importantly, the managers should foster a healthy relationship with employees by constantly giving them feedback regarding their strengths and weaknesses.


Aamodt, M. G. (2010). Industrial/organizational psychology: An applied approach. New York, NY: Wadsworth Publishing.

Coens, T., Jenkins, M. (2002). Abolishing performance appraisals: Why they backfire and what to do instead. San Francisco, CA: Berrett-Koehler.

Lawler III, E. (2013). Make performance appraisal changes friendly. Forbes, July 29, 2013.

Rajgarhia, M. O. (2013). What your performance management system needs most. Business Journal, April 4, 2013.

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