Question

For many organizations, objective performance data (such as production figures) is preferred rather than subjective data when it comes to assessing the performance of employees. While this may seem like a no-brainer approach to use objective data for performance management, it does have its drawbacks. Discuss some of the reasons objective data may be less effective as a performance measure than subjective data. 250 word response please!

Answer 1

Some work can't accurately be calculated. Data scientists, lawyers and dolphin trainers each conduct a role that is hard to distill into a few distinct metrics. Employers can then define assessment parameters-for example, customer support or teamwork or expertise. Supervisors usually give a numerical score that reflects the perceived success of the employee in that position, but the issue of whether a specific ranking is "right" is primarily an issue of interpretation.

There are various advantages of Subjective assessment, such as:

• Tests the candidate's comprehension of the subject matter and its principles
• Consider the candidate's reasoning and major issue-solving abilities
• Assess how each candidate answers the same topic and choose the one with the better answer
• Tests the candidate's writing and communication skills.

In the other hand, the drawbacks of an objective test:

• It can not verify the candidate's in-depth experience
• The evaluations do not measure the candidate's language or writing abilities
• The extent of the guesswork contributes to average shortlisted applicants for the interview round.

Subjective assessment of results is a relatively specific term. Participants are also fascinated at how this definition is applied in various sorts of situations and circumstances at companies as I address this issue in college. And then there are other reasons that a company should use the subjective measurement of results. Much of the often, though, the challenges come down to inspiring, assessing, and correctly analyzing results.

Again, this is such a large issue, but here are two instances demonstrating the value of subjective performance assessment.

E.g. 1. A team leader applies a new marketing plan aimed at increasing sales. Suppose sales simply dropped following the strategy plan, but discover that any uncontrollable occurrence (e.g., a natural disaster) has a detrimental effect on sales. Therefore the person did all right, but they just encountered poor luck. It can be quite de-motivating if the company lacks this unmanageable aspect and judges or makes up the individual at a lower point than if the incident had not happened. Subjective performance appraisal helps the employer to take these things into account and review the desired results or change the rating or salary of the employee. Of course, other considerations determine whether the company would like to do so and to what degree, but a more flexible method at least gives them the opportunity.

E.g. 2. Presume the bonuses for the workers are calculated based on division income. Two team leaders – one from a different organization – are taking steps to reduce the expenses of their company. Staff A took the time to develop a manufacturing cycle, greatly increasing productivity and minimizing the cost of production. Employee B wants to use products of poorer quality as an input to the commodity and would reduce prices and raise income. If the company depends exclusively on group income calculation, all of these workers will be paid comparably, the light of the fact that the actions of Employee A are more advantageous than those of Employee B. Allowing management to assess the suitability of the activities of workers and to change their compensation helps employers to compensate workers who accomplish goals by acceptable acts. Furthermore, this is proactively successful because Employee B is unlikely to indulge in less desirable behavior if he knows superiors are permitted to make these decisions. Of course, if an organization can predict the possible acts workers will take and create a clear plan to define all of them, then subjectivity is not required. This, however, is rarely the case.

As you can see in these two cases, the value of subjective performance assessment derives from the intrinsic complexity (with the addition of a couple of scenarios) of predicting and/or assessing any condition aspect and result while attempting to measure and/or reward the company's results. Yet, the implications of using the subjective measurement of results are multi-faceted.