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Characteristics of Bureaucratic OrganizationsThe basic Essay

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Characteristics of Bureaucratic Organizations

The basic characteristics of a bureaucracy are:

• Rules and job responsibilities are written down and clearly stated.

• Clear hierarchy of power is concentrated among a few high-ranking managers.

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• Appointments and promotions of officers are formal because these officers will be held accountable.

• Employees are hired based on their skills and knowledge, not because of favoritism or luck.

• Salaries are tied to a pay-grade system.

• Bureaucracies are unable or unwilling to adapt to changing conditions quickly.

• Micro managing is common.

I. Literature review

The Productivity of any organization is directly correlated to the Effectiveness of the Employee Performance Appraisal System “subject to the Effectiveness of other Support Systems” (Bajaj, 1975)

Performance appraisals are one of the most significant prerequisites for fruitful business and human asset approach. Fulfilling and advancing compelling execution in associations, as well as recognizing insufficient entertainers for formative projects or other faculty activities are basic to successful to human asset the board. The capacity to direct execution evaluations depends on the capacity to survey a representative’s presentation in a reasonable and exact way. Assessing representative execution is a troublesome errand. When the boss gets it the idea of the activity and the wellsprings of data, the data should be gathered in an efficient way, gave as criticism, and incorporated into the association’s presentation the executives procedure for use in making pay, work situation, and preparing choices and assignments.

After a review of literature, a performance appraisal model will be described in detail. The model discussed is an example of a performance appraisal system that can be implemented in a large institution of higher education, within the Student Affairs division. The model can be applied to tope level, middle-level and lower level employees. Evaluation instruments (forms) are provided to assist you with implementation the appraisal system.

Introduction

Performance evaluations have been led since the seasons of Aristotle (Landy, Zedeck, Cleveland, 1983). The most punctual formal representative execution assessment program is thought to have begun in the United States military foundation not long after the introduction of the republic.

The estimation of a representative’s presentation takes into consideration reasonable regulatory choices at the individual representative level. It additionally accommodates the crude information for the assessment of the viability of such work force framework segments and procedures as enrolling arrangements, preparing programs, determination rules, special techniques, and reward assignments (Zedeck). Moreover, it gives the establishment to typically based worker advising. In the guiding setting, execution data gives the vehicle to expanding fulfillment, duty, and inspiration of the worker. Execution estimation enables the association to tell the representative something about their rates of development, their abilities, and their possibilities. There is little contradiction that if very much done, execution estimations and input can play a significant job in affecting the terrific tradeoff between the necessities of the individual and the necessities of the association (Zedeck, 1983).

Purpose

Performance appraisals should focus on three objectives: performance, not personalities; valid, concrete, relevant issues, rather than subjective emotions and feelings; reaching agreement on what the worker will improve in his presentation and what you will do

(McKirchy, 1998). Both the chief and representative ought to perceive that a solid relationship exists among preparing and execution assessment (Barr, 1993). Every representative ought to be permitted to partake in intermittent sessions to audit execution and explain desires. Both the boss and the worker ought to perceive these sessions as helpful events for two-way correspondence. Sessions ought to be planned early in an open to setting also, ought to incorporate open doors for self-evaluation just as manager criticism. These sessions will be especially significant for new workers who will profit by right on time distinguishing proof of execution issues. When these perceptions have been shared, the boss and worker ought to build up a shared comprehension about regions for development, issues that should be amended and extra duties that may be embraced.

At the point when the objectives are recognized, a plan for their achievement should be developed. The plan may call for resources or support from other staff members in order to meet desired outcomes. In some cases, the plan might involve additional training. The supervisor should keep in contact with the employee to assure the training experiences are producing desired impact (Barr, 1993). A part of the procedure ought to be given to an examination of potential chances to seek after headway of acknowledgment of progressively complex obligations. The worker advancement objectives ought to be perceived as authentic, and plans ought to be made to achieve the objectives through formative encounters or training (Barr, 1993). How to arrive? Reasons why should be done Advantages of profitable execution evaluations. – Worker learns of his or her claim qualities notwithstanding shortcomings. – New objectives and destinations are settled upon. – Representative is a functioning member in the assessment procedure. – The connection between director and workers is taken to a grown-up to-grown-up level. – Work groups might be rebuilt for greatest effectiveness. – Representative recharges his or her enthusiasm for being a piece of the association presently and later on. – Preparing needs are distinguished. – Time is given to talking about nature of work regardless of cash issues. – Director turns out to be increasingly agreeable in checking on the execution of representatives. – Representatives feel that they are paid attention to as people and that

The director is worried about their needs and objectives. (And, Toler, Sachs, 1992).

Downsides to Avoid

When conducting performance appraisals on any level, it is important to keep in mind the common pitfalls to avoid.

These pitfalls may include but are not limited to:

1) Bias/Prejudice. Race, religion, education, family background, age, and/or sex.

2) Trait assessment. Too much attention to characteristics that have nothing to do with the job and are difficult to measure.

3) Over-emphasis on favorable or unfavorable performance of one or two tasks, which could lead to an unbalanced evaluation of the overall contribution.

4) Relying on impressions rather than facts.

5) Holding the employee responsible for the impact of factors beyond his/her control.

6) Failure to provide each employee with an opportunity for advance preparation (Maddux, 1993).

Rewards

Successful reward frameworks are regularly difficult to build up when making execution examinations. The question of how explicit the reward and when the reward ought to be given, and how to remunerate collective endeavors can be a precarious subject to ace. Our recommendation on this is to keep it basic. It is critical to have a set up remuneration framework. In any case, prizes can be as straightforward as more independence at work, acclaim for advancement, extra proficient advancement financing, and excursion time. The significant perspective to recall when The Impact of Execution Assessment on Employment Fulfillment (2013) 15 setting up remuneration frameworks is to be steady. In the event that two representatives are being assessed in the equivalent way, their reward openings ought to mirror their assessment results.

Different Performance Appraisal System

There are several methods of conducting performance appraisal:

a. Graphic rating scales

B. 360-degree feedback

c. Critical incidents

d. Behaviorally Anchored Rating Scales (BARS)

A. Graphic rating scales

This method lists a set of performance factors such as job knowledge, work quality, cooperation that the supervisor uses to rate employee performance using an incremental scale. The supervisor rates each subordinate by circling or checking the score that best describes his or her performance for each trait. The assigned values for the traits are then totaled.

About the author

The following sample is written by Matthew who studies English Language and Literature at the University of Michigan. All the content of this paper is his own research and point of view on Characteristics of Bureaucratic OrganizationsThe basic and can be used only as an alternative perspective.

Matthew other papers:

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