Effect Of Management On Performance Appraisal

2016 Words9 Pages
In Berman et al. (2016) under cognitive limitations, they mentioned spillover effect whereby if the rate does one thing exceptionally well or poorly, then that unfairly reflects on everything else he or she does. They also talked about the recency effect which occurs when a major event has taken place just prior to the time of the evaluation and overshadows all other incidents. Another error is a contrast error which exists when people are rated relative to other people instead of against performance standards. They mentioned organizational influences whereby management shows insufficient commitment to performance appraisal. Normally under organizational influences there are error of central tendency and no money effect. Berman et al.…show more content…
There are two inherent paradoxes in this area, one is, how can the supervisory manager balance the need to motivate with the need to evaluate performance? Second, how can this manager balance the individual motivators of employees with the agency’s culture and needs? Furthermore, during the appraisal interview managers tend to probe or ask “why” concerning employee poor performance, thereby putting employees on the defensive. In contrast, managers ask better-performing employees “how” or opinion questions, leading to explorations of challenges and issues. A vexing paradox of appraisal interview is structure is that problem exploration is essential to help employees improve performance, yet recurring patterns of blame and defensiveness all but prevent remediation and the required assistance for employees in most need of problem exploration. Sometimes good performance is punished. When a system of performance measurement is poor, it is attractive for the poorly performing professionals. It will always offer possibilities to somehow make poor performance look respectable. Performance management sends employees unmistakable signals about which results matter, and it rewards them when they produce those results. One would expect the level of performance feedback to rise as one progresses up the organizational hierarchy. Paradoxically, in some organizations, the higher one rises in an organization the less likely one is to get receive quality feedback about job performance.
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