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Evidence-Based Appraisal And Records Of Learnin

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Introduction
During the course of Strategic Human Resource Management (SHRM) this semester, I have been afforded the opportunity to gain an in-depth understanding of real-world organisation practices, their limitations, and the effects while providing recommendations backed by evidence and research. While working in a group and individually I have begun to shape my SHRM vision, and with the weekly learning activities, I have seen a change in my perceived knowledge, which I had at the start of the session. My understanding of future practices is that they are always changing and require dynamic management, especially with the issues surrounding social justice, development, diversity, organisational culture, and management of talent.
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In my opinion, this will create distributive justice opportunities, allowing to connect and communicate with employees so that appropriate feedback and fair rewards can be provided to top performers. There is a concern with the power dynamics of the organisation in my idea. Managers with this new training my see themselves as the higher authority (Avolio & Walumbwa 2006) and exercise this power unfairly or unjustly. To counteract this, I would implement a two-phase appraisal and rewards system whereby two managers and two peers/colleagues would provide a review, thus limiting the potential abuse of power.
From experience, cultural orientation activities have provided me with the ability to identify intersectionality preconceptions, and through team building, on culture days my firm provided me with a fantastic opportunity to learn and be more accepting. I would recommend transforming SHRM so that orientation procedures be implemented for new employees that include ethical and intersectionality training be provided on a bi-annual

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