TheGoals and objectives are set based on the vision or mission of the organisation.Incase of the manufacturing sector mostly there are very different ways of traditionalmethods that are still in process. When compared to the IT Sector the personnelmanagement culture still exist in the manufacturing sector.

The goals involve theproduct success or the group targets as well as the individual level of skillsas well as the other competencies involving the personal ability to cope upwith the group and the interpersonal skills are also assessed as a part ofappraisal in the peer system of review as well.            There were various research scholarswho had researched this particular performance management system and also theperception of the individual on the whole but as the different research hastheir own objectives this research tries to bring about the positive ornegative effects that are involved post the appraisal. Further there is variousother group interactions which is monitored and many business groups help theindividual to give the overall feedback about them in a different method apartfrom the appraisal targets.

The method is followed for quite a long century butstill there are many difficulties faced by the individual on the whole andhence it also leads to a different problem.            There are different Performancemanagement systems that are in practice they are traditional and modern methods.The Modern methods are adapted at the information technology centres but theold traditional methods are followed at the manufacturing sector.

The Balancescore card method is also still practices at the retail sector and it leads toa positive motivation on seeing the score card but at the same time it createsa negative motivation to the under performers . More people shift organisationonly after the appraisal cycle. The organisation is looking forward to retainthe talents hired initially but based on the results of the appraisal some tendto change the institution they are working and look forward on to a job changebut that also creates a hollow space or vacuum in the organisation.

Everyperson is unique and hence measuring the performance under the common umbrellamay not be the right way of managing people. These are the hurdles in the jobof the human resource management. Further there are also many different rolesthat an individual performs like a team player, team monitor and leader as well.


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