Performance Evaluation Of Telecommuters

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Essay on Performance Evaluation of Telecommuters The aim of this essay is to discuss the advantages and disadvantages associated with telecommuting, more specifically how managers should evaluate employees who work outside their sight. The first part of this essay discusses the theoretical aspects of performance management and evaluation. It explains the difference between performance appraisal and performance management and discusses possible formal and informal forms of performance evaluation, including the 360 – degree method. In the second part, advantages and disadvantages associated with telecommuting will be discussed. Advantages for individuals engaged in telecommuting include autonomy/independency, flexible working hours and improved time management. Disadvantages telecommuters may face include impaired feeling of belonging, feelings of isolation, no separation between spheres of work and home and a lack of self – discipline. Some of the advantages for organisations are increased productivity, access to a larger range of employees, decreased absence levels, higher levels of motivation and cost savings. Disadvantages discussed of telecommuting for firms include a lack of control for managers who tend to centralize, high investments in training and supervision, harm to the organisation in terms of commitment and identification of employees and legal issues. This part will furthermore examine how telecommuters’ performance may be evaluated. In the last part of this paper an overview of IBM Australia’s existing performance appraisal methods for telecommuters is outlined. In order to achieve high levels of production and quality of output, it is important for managers and supervisors that their staffs perform well (Foot & Hook 2005). Their concern is the motivation and encouragement of their employees to work efficient to achieve the firm’s strategic

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