Recommendtions As Gorman, Meriac, Roch, Ray, and Gamble (2017) stated: “Performance management involves the continuous process of identifying, measuring, and developing the performance of individuals and groups in organizations providing both formal and informal performance-related information to employees” (p. 193). The Army’s performance management system succeeds in identifying performance measures for use through formal procedures such as the annual OER. By constructing the OER to benefit the organization as it strives to achieve its strategic objectives of becoming an Army capable of producing soldiers ready to support the Nation. The OER is a valid performance measurement that identifies the attributes and competencies needed to lead
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The current system gives no weight to how an officer in Major Hines’ position accomplishes their assigned tasks and duties listed in Part III of the OER. However, if the OER included a potential rating for the rater like the rating for the senior rater in Part IV of the OER the write-up provided by the rater would be reflected in their potential rating for comparison to the senior rater’s rating. This would allow the potential of the Human Resources Officer to be connected to their performance of their tasks and duties by giving the rater the opportunity to evaluate potential based off the performance described in the write-ups. Therefore, not only would the reliability of the system be increased by having two ratings for potential, but an officer’s performance of tasks and duties would also be considered using the rater’s potential rating when selecting officers for …show more content…
If the Army required a counseling form, DA Form 4856 located in Appendix D, as supporting documentation for the annual OER submission to the Human Resources Command or HRC the promotion selection board could judge whether the tasks and duties described in the counseling are supported in the OER. This would eliminate the substitution of the rater’s support form being passed down to the rated soldier and force a conversation to take place to discuss tasks and duties as well as the expected level of performance. Including the initial counseling would serve as a performance agreement as recommended by Šikýř (2013) and this accompanied by After Action Reviews periodically would serve as three hundred and sixty-degree feedback fulfilling the daily management of performance or performance appraisal also recommended by Šikýř (2013). The inclusion of After Action Reviews as previously described would allow Major Hines the opportunity to receive direct feedback from other human resources soldiers regarding sustainments and improvements they might have to improve the performance of the Human Resources Officer and the entire human resources section. This would not only increase the amount of feedback on performance for the Human Resources Officer, but this would also improve the productivity of the human
The current system gives no weight to how an officer in Major Hines’ position accomplishes their assigned tasks and duties listed in Part III of the OER. However, if the OER included a potential rating for the rater like the rating for the senior rater in Part IV of the OER the write-up provided by the rater would be reflected in their potential rating for comparison to the senior rater’s rating. This would allow the potential of the Human Resources Officer to be connected to their performance of their tasks and duties by giving the rater the opportunity to evaluate potential based off the performance described in the write-ups. Therefore, not only would the reliability of the system be increased by having two ratings for potential, but an officer’s performance of tasks and duties would also be considered using the rater’s potential rating when selecting officers for …show more content…
If the Army required a counseling form, DA Form 4856 located in Appendix D, as supporting documentation for the annual OER submission to the Human Resources Command or HRC the promotion selection board could judge whether the tasks and duties described in the counseling are supported in the OER. This would eliminate the substitution of the rater’s support form being passed down to the rated soldier and force a conversation to take place to discuss tasks and duties as well as the expected level of performance. Including the initial counseling would serve as a performance agreement as recommended by Šikýř (2013) and this accompanied by After Action Reviews periodically would serve as three hundred and sixty-degree feedback fulfilling the daily management of performance or performance appraisal also recommended by Šikýř (2013). The inclusion of After Action Reviews as previously described would allow Major Hines the opportunity to receive direct feedback from other human resources soldiers regarding sustainments and improvements they might have to improve the performance of the Human Resources Officer and the entire human resources section. This would not only increase the amount of feedback on performance for the Human Resources Officer, but this would also improve the productivity of the human