Conditions under which Realistic Job Reviews are and are not appropriate
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Conditions under which Realistic Job Reviews are and are not appropriate
In managing employee’s performance, there are certain circumstances that call for evaluation of accomplishments. Employees have own prospects in day to day undertakings and in future. They strive to achieve them for the benefit of the business or self.
According to Branham, (2012) an effective evaluation process must be able to foresee each employees prospects and discover how to relate them in the policies and goals of the entity. Casio, (2013) explains that in the case where two or more business entities decide to come together, employees from these different entities had been subjected to different methods of evaluation and, therefore, this is one of the conditions that do not call for job evaluation.
DeNisi and Griffin, (2014) views that if employees are subjected to unethical working situations, job evaluations would not be advocated for. The case of example is when employees spend a lot of time in the office with huge work loads and being moved frequently from one station to another.
Tourte, et al (2011) pointed the aspect of the office setting. Job evaluation would be appropriate if the environment of work is comfortable with many entertainment facilities. In this case, some of employees fail to focus on jobs and spent lots of time on entertainment facilities.
Wiley and Kowske, (2012) identifies another obstacle to realistic job evaluation in the form of employee networks. Some of the employees may have relatives, friends, spouses and even family members at top positions. This is an obstacle in the sense that by failing to perform tasks adequately they would seek protection from these people.
According to Yu and Cable, (2014) an effective work evaluation should seek to improve on the existing potentials in order to prepare them for other roles. Those at lower levels of management are continuously assessed and trained in areas of top management to enhance an effective succession plan.