Getting down to some serious work on staff appraisal

Article Abstract:

The Performance Related Pay (PRP) scheme will only prove effective if a fair and objective Performance Appraisal system is in place. If poor appraisals were to serve as the bases for pay, aggravation and demotivation among employees are likely to result. Traditional performance appraisals tend to focus on formalized practices undertaken once a year. One of the problems with these appraisals is that they usually end up measuring individual characteristics instead of the actual output of individual employees. Traditional approaches also tend to use subjective criteria for which managers often have differing interpretations. Managers planning to implement the PRP scheme must first address these issues and other shortcomings of their performance appraisal systems as well. Defective appraisal systems can lead to wasted time, communication gaps, and failure to make full use of capabilities.

Management, Compensation management, Employee performance appraisals, Performance appraisals

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Staff selection: art or science?

Article Abstract:

Employers need to reassess their recruiting and applicant review policies if they are to control future employee turnover. Companies have to be careful not to let their recruiting efforts turn into marketing campaigns where they concentrate on attracting employees and selling them on a company instead of evaluating performance abilities. The over-aggressive selling of a company often leads to over-expectations on the part of employees and subsequent high employee turnover. According to research by the Institute of Manpower Studies, two of the most popular forms of applicant review, interviews and application forms, are actually the least reliable ways of choosing employees. The expected 25% decline in the number of school graduates by 1993 and the increasing turnover rates put tremendous pressure on companies to improve their employee review systems.

Research, Employee recruitment, Employee selection, Institute of Manpower Studies

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The UK motor industry: up or down?

Article Abstract:

The short-term outlook for the UK automobile industry looks bleak due to higher fuel prices, higher interest rates, and an increase in the costs of insurance and maintenance. However, the long-term outlook for the industry looks good due to the commitment of Japanese automobile manufacturers to assembling automobiles in the UK. Japanese investment in the automobile industry likely will lead to the incremental production of between 500,000 and 750,000 automobiles in the UK versus a 1989 output of 1.299 million automobiles. This is likely to benefit domestic UK automobile producers due to the likelihood of joint UK-Japan production agreements being signed and should benefit the UK automobile components industry.

United Kingdom, Foreign investments, Equipment and supplies, Automotive parts, Automobile industry, Automobiles, Great Britain

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