Effective human resource (HR) development programs, including performance management programs (PMP) and appraisal processes, are critical for organizations in the retention of valuable human capital and the ability to fill specialized and highly technical positions. Continuous feedback could arguably be the key component in the success of such programs and the difference between success and failure. When implemented and communicated well, HR development programs have the potential to meet unique needs and improve conditions for all employees, meanwhile benefiting the organization through increased employee engagement and motivation, the attraction of new recruits, and the training and retention of quality employees.
Continuous Feedback and …show more content…
Communication and feedback during the performance appraisal should be much easier if an organization has already implemented the previously discussed ongoing developmental feedback. This will ensure that, when it comes time for the performance appraisal, there will be no surprises and the conversation can be much more productive. There is also a higher likelihood that an effective two-way conversation will take place due to an existing employee-manager relationship built around performance feedback. In support of these assertions, a study by Kuvaas (2011) emphasized the importance of continuous feedback and its implications on the performance appraisal process. The author showed that “there was a positive relationship between perceived helpfulness of performance appraisal and work performance only for employees who perceived that they received high levels of regular feedback” (p. 131). In other words, organizations that rely solely on performance appraisals without regular feedback may be losing out on their potential …show more content…
Well-designed human resource development programs, particularly those created to meet unique needs, can play an integral part in the attraction and retention of quality employees. Changes in labor market demographics, such as an aging population, increased participation of women, number of divorces, and single-parents, have created opportunities for HR to create programs that meet appeal to such employees (Cankovic, 2013). An increase in women workers and dual-career couples have elevated the issue of family-friendly work practices (FFWPs) in HR management (Jaekwon, SeungUk, & Smith-Walter, 2013). FFWPs, such as childcare,
Continuous Feedback and …show more content…
Communication and feedback during the performance appraisal should be much easier if an organization has already implemented the previously discussed ongoing developmental feedback. This will ensure that, when it comes time for the performance appraisal, there will be no surprises and the conversation can be much more productive. There is also a higher likelihood that an effective two-way conversation will take place due to an existing employee-manager relationship built around performance feedback. In support of these assertions, a study by Kuvaas (2011) emphasized the importance of continuous feedback and its implications on the performance appraisal process. The author showed that “there was a positive relationship between perceived helpfulness of performance appraisal and work performance only for employees who perceived that they received high levels of regular feedback” (p. 131). In other words, organizations that rely solely on performance appraisals without regular feedback may be losing out on their potential …show more content…
Well-designed human resource development programs, particularly those created to meet unique needs, can play an integral part in the attraction and retention of quality employees. Changes in labor market demographics, such as an aging population, increased participation of women, number of divorces, and single-parents, have created opportunities for HR to create programs that meet appeal to such employees (Cankovic, 2013). An increase in women workers and dual-career couples have elevated the issue of family-friendly work practices (FFWPs) in HR management (Jaekwon, SeungUk, & Smith-Walter, 2013). FFWPs, such as childcare,