The organization. 3

Problem statement 4


Performance appraisal and decision making process. 4

Appraising managers and group conflicts. 5

Motivation methods and influence on performance. 6





The organization


Colgate-Palmolive is a company in United States of America with multi branches throughout the globe. The company deals with production, distribution and facilitating availability of hygiene products for both household and personal utility. These products range on solid and liquid soaps, cleaning products, oral products and tooth brushes. The company was stated in 1806 by William Colgate, who made soaps and candles in New York City. Colgate Company was bought by Palmolive, hence the name Colgate –Palmolive. The company has risen with continuous differentiation of products in hygiene business line to multinational height in over seventy countries. In addition the company also offers pet nutritional products through a subsidiary company, the Hill Pet Nutrition (Colgate Palmolive, 2011).

The company boasts leadership with concrete values to guide its operations, stakeholders and its focus to corporate social responsibility. In reference to its work force, the company maintains performance appraisals hence derive areas of weaknesses and strengths. However, (Koontz & Weihrich, 2006) highlight the significance of appraisals in an organization aggregate performance and their implications if utilized ineffectively. This relates to Colgate –Palmolive’s strict personnel appraisals which could implicate on the performance of employees, through enhancing loss of focus. As a result, this can implicate negatively for the organization as employees strive to focus on the probable outcomes; either retention or suspension (Law, 2007). However, the company has multi branches all cross the globe with in varied cultures hence diverse cultures of employees. Appraising managers from varied cultural backgrounds requires formulation of effective strategies in terms of elevating and maintaining motivation (Koontz & Weihrich, 2006). This is because the company is a multi corporations with still more areas to penetrate, with varied cultural values, with consideration of its strict appraisal against motivation.

This paper aims at evaluating the effectiveness of performance appraisal integrated to managers in Colgate Palmolive Company, for motivational purposes. My role as the company’s consultant is mandated to evaluate appraising managers’ motivational methods and their implication on performance. The focus of this analysis will dwell on the performance appraisal to managers with methods applicable as well as how the appraisals influence performance with reference to Colgate Palmolive.

Problem statement


How can effective appraisal methods be administered to Colgate Palmolive managers to increase motivation and influence performance against organization’s decisions, leadership and conflicts?



Performance appraisal and decision making process


Performance appraisal (Law, 2007) assists an organization to develop consistency performance through assessing individual employee strengths and weaknesses (Koontz & Weihrich, 2006). Furthermore, it derives strategies in formulating approaches to mitigate weaknesses as well as working on sustaining the strengths (Mumford, 2000). However, with identification of cultural diversities in varied locations, Colgate –Palmolive has a more decentralized approach in appraising managers on grounds related to different cultures. This however, increased the performance as varied approaches could be used in varied locations, with concerns on cultural values (Koontz & Weihrich, 2006), improving respective managers in making effective decisions. Colgate-Palmolive (2011) maintains that in conducting appraisals for managers, the company develops framework of employees’ productivity as well as determine the effectiveness of their performance towards attaining the corporate goals. Consequently, there are implications connected to appraisals especially in relations to the strict nature of Colgate –Palmolive’s leadership. According to (Colgate –Palmolive, 2011) the company’s governance and decisions are related to the board of directors as well as the executive team in varied cultures. Mumford (2000) notes that, employees irrespective of rank, can be affected in terms of productivity based on the nature of conducting performance appraisal. More so, the supervisors or the managers in charge of appraisal may as well lead to unclear results in reporting (Roberson et al., 1993) causing internal conflicts between managers. As a result, employee turn over are experienced due to low motivation (Law, 2007) implicating on all the organizational strategies. In reference multinational companies such as Colgate Palmolive, employees’ attitudes are affected by the leadership styles affecting motivation (Purcell & Hutchinson, 2007).

Appraising managers and group conflicts


Koontz and Weihrich (2006) suggest that, appraising a manager, it is effective to consider the standards set for the criteria so as to formulate appraise methods; questions related on each functions of the management level. For example, if the manager is involved in planning, one of the sample questions evaluates the manager’s competence in monitoring plans to measure consistency as well as areas requiring changes. This presents commendable results especially in multinational though with limitations when plans are formulated without consideration of cultural diversities (Koontz & Weihrich, 2006). Roberson et al (1993) notes that appraisal for managers in a multinationals requires effective and clear guidelines to the appraising managers so as avoid instances destabilizing their motivation levels. This means that managers may retaliate into pointing fingers as well as affect interaction causing failure in performance. More so it results into conflicts which require well defined approaches by the personnel manager as it affects motivation, performance and productivity as well (Purcell & Hutchinson, 2007). Colgate –Palmolive (2011) indicates the personnel managers’ task in neutralizing group’s conflicts in the organizations especially related to decision making and practices. However, based on the authoritative leadership concerning the appraisals varied conflicts are bound to occur                                      in reference to varied views, diminishing motivation and quality work environment.

Motivation methods and influence on performance


Colgate Palmolive (2011) highlights the varied motivational factors implemented on employees. Such methods can be identified as, benefits awarding to employees in respect to salary, medical benefits coupled with continuous coaching, training and educational developments. However, the nature of the appraisal such that it follows a strict procedure is vital though it implicates negatively on employees attitudes (Purcell & Hutchinson, 2007). This is due to exertion of focus on the occasional appraisals affecting the individual focus in productivity. In addition, since the employees dislike the procedures negativity sets in, affecting motivation (Law, 2007).

Strict appraisals create insecurities to employees which further implicates on performance since they feel uncomfortable in the working environment. For managers it leads to defensiveness which implicated on their behavior as well as their attitudes to overall practices (Jackson & Mathis, 2007).



Motivating employees disregards the rank or the location of work since the focus is productivity and performance. Appraising managers is effective as it enhances development of performance geared strategies on individual and on a team perspective. Creating a conducive working environment for employees enhances motivation hence performance increase. On the contrary, creating an environment where employees are always focused on following procedures implicates on creative ideas and innovativeness. This is because, managers are focused on their performance, with more pressure exerted directed to personnel under them, resulting to instability in performance. This implicates on the leadership styles the manager applies, as more pressure results to internal groups’ conflicts. Therefore, for Colgate Palmolive to realize exceptional long-term performance, appraisal methods implementations have to be considered as a motivational aspect without diverting focus on important personnel contributory aspects. Impacting on motivation of the employees requires clear set up of corporate strategies which consider the corporate goals. Appraisals are effective when employees’ are looking forward to them as opposed to fostering dislike attitude.



Colgate- Palmolive. (2011). Colgate Palmolive: Professional Development. Retrieved 13 June,      2011 from, Colgate Palmolive website: http://www.colgate.com

Jackson, J.H & Mathis, R. L. (2007). Human Resource Management. Mason: Thompson south-     Western.

Koontz, H & Weihrich, H. (2006). Essentials of Management. New Delhi: McGraw-Hill.

Law, D. R. (2007). Appraising Performance Appraisals: A Critical Look at an External Control    Management Technique. International Journal of Reality Therapy, 26(2), 18-25.   Retrieved from EBSCOhost.

Mumford, M. D. (2000). MANAGING CREATIVE PEOPLE: STRATEGIES AND TACTICS             FOR INNOVATION. Human Resource Management Review, 10(3), 313. Retrieved from         EBSCOhost.

Purcell, J., & Hutchinson, S. (2007). Front-line managers as agents in the HRM-performance         causal chain: theory, analysis and evidence. Human Resource Management Journal,       17(1), 3-20. doi:10.1111/j.1748-8583.2007.00022.x

Roberson, L., Torkel, S., Korsgaard, A., Klein, D., Diddams, M., & Cayer, M. (1993). Self-          appraisal and perceptions of the appraisal discussion: A field experiment. Journal of        Organizational Behavior, 14(2), 129-142. Retrieved from EBSCOhost.
















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