Explain. Yes. Employees who possess KSAOs that are in great demand and highly valued by other firms may perceive a greater desirability of leaving, ease of leaving, and number of alternatives than other employees. For example, individuals with financial/accounting and computer/technology skills tend to be in great demand due to the needs ...
Generally speaking, the potential costs and benefits associated with voluntary turnover will both increase with the level of the job. For example, suppose that the head product designer at a company resigned.
Given this, a significant increase in employee pay, even if it were possible, may not reduce turno ver to the degree that one might expect.
The corporate president, however, did not share the executive’s positive opinions of his behavior.
Yet present systems of performance appraisal do not serve any of these functions well. As it is customarily defined and used, performance appraisal focuses not on behavior but on outcomes of behavior. But even though the executive in the example achieved his objective, he was evaluated on how he attained it.
The most obvious drawbacks are: No matter how well defined the dimensions for appraising performance on quantitative goals are, judgments on performance are usually subjective and impressionistic.
Because appraisals provide inadequate information about the subtleties of performance, managers using them to compare employees for the purposes of determining salary increases often make arbitrary judgments . Ratings by different managers, and especially those in different units, are usually incomparable.
Performance appraisal needs to be viewed not as a technique but as a process involving both people and data, and as such the whole process is inadequate. Recognizing that there are many deficiencies in performance appraisals, managers in many companies do not want to do them.
Every manager has multiple obligations, not the least of which are certain kinds of relationships with peers, subordinates, and various consumer, financial, government, supplier, and other publics. Some of these are more important than others, and some need to be handled with much greater skill and aplomb than others.
In some situations a manager may be expected to take a vigorous and firm stand, as in labor negotiations; in others he may have to be conciliative; in still others he may even have to be passive. Unless these varied modes of expected behavior are laid out, the job description is static.