Performance Assessment and Management Research Paper

Performance Assessment and Management - Research Paper Example The paper therefore recommends that McDonalds develop better strategies to enhance its human resource management in recruitment, management, and appraisal. Introduction Organizational operations, in both profit making and ‘non-profit’ making enterprises, require evaluation for reconciliation with set objectives as well as for comparison with operations with other enterprises in a similar industry. Assessment is defined as the process of evaluating a subject, which can be a process, in order to ascertain its potential or quality. Management on the other hand refers to the act or responsibility of controlling people or activities. Assessment and management are therefore critical elements in the life of an organization. This paper seeks to discuss performance assessment and management of McDonalds Company. The paper will explore the established culture of employee selection and appraisal criteria that McDonalds applies in its human resource management. The paper will, with this respect, offer an overview of McDonalds human resource practices in employee selection and appraisal initiatives and then analyze the processes. Review of employee selection and appraisal processes in McDonalds Company McDonalds is a multinational company that operates in a number of cultures across the world. Its human resource management is however converged to a uniform culture. With an overall workforce of more than thirty thousand employees, McDonalds has its personnel management strategies incorporated in its core objectives. In order to achieve its goal of being the best service provider in the food industry, the company’s ensures that it has a diversified cultural base with excellent employee management. Employee selection McDonalds has a broad based approach to selecting its employees. This includes a special consideration to disabled people who may have some specialized capacity to service delivery. Similarly, the company has a universal program for handling ol der employees, older than 55 years. Its selection criteria have also been identified to be fair and ‘non-discriminatory’. It has therefore been open to different categories of cultured workforce. In recruiting its employees, the company relies on the theory that customer utility relies on the efficiency and effectiveness of the company’s employees. As a result, initiatives are always put in place to ensure that the best employees with respect to every job description are identified. Different approaches to recruiting employees have always been adopted with advertising for positions being the most preferred. Other approaches such as local job centers and professional exhibitions have also been occasionally used. Applicants are then subjected to an interview after which a selected committee reviews the applicant’s responses before identification of most suitable candidates for the job. Orientation Once employees have been selected and approved, they are welc omed to the company through a ‘well-defined’ orientation process. They are introduced to their expected roles in the organization as well as the organization’s safety procedures. Similarly, the new employees are taken through the organizations policies, structure, and the human resource system that includes training and reward criteria. Based on its employee retention objective, the company ensures thorough training of its employees to equip them with necessary skills in