Factors That Influence Performance Rating

Performance appraisal is an important issue in human resource management and has a significant effect in the performance of an organisation. It is the system of evaluating the performance of employees regarding the accomplishment of their responsibilities and determining their potential to grow and develop. Bias in the evaluation process can affect the accuracy and appropriateness of the performance appraisal. Bias is a serious issue because it affects the ability to make appropriate decisions about the promotion of employees. A performance appraisal system that works to the disadvantage of members of a group can also pose legal issues.

Performance appraisals, performance reviews and/or appraisal forms are a part of the performance management process. In general, performance appraisals are not favored. People in organizations would prefer not to be advised they did not do tell this year compared to the previous years. Managers would prefer not to put themselves in a scenario that could possibly turn into an argument from an employee about a performance appraisal that was not that great. If the ultimate goal of a performance appraisal is employee development and organizational improvement, we have to consider moving to effective performance management system to avoid any conflicts. The successes of performance management strategies sound favorable to many, however, there are managers and supervisors that make decisions that affect the moral and performance of the employees. Moral can become the heart of an employee’s motivation to succeed and be happy at work.

From the above study, an overview of performance appraisal in relation to management and its importance to the field of Human Resource Department was provided. One problem introduced, is the growing unwillingness on the part of organizations to experiment with performance appraisal approaches. Unfortunately, much of this experimentation does not make its way into the supporting body of knowledge. The other problem concerns performance appraisal research from the employee perspective. Although the reactions of employees to performance are of growing research interest, study lags far behind work done from the managerial or organizational perspectives. These two problems, alone, suggest many avenues of research and any number

Development of a performance appraisal system that is effective in a human service organization is of benefit for the organization and the employees. For a performance appraisal system to be effective, the system has to be strategic, designed to fit the specific needs of the organization, non-discriminatory, non-bias, with correct implementation and administration. Many different components, must to be incorporated to make this type of system beneficial for all who use it, and all who are evaluated by the system.

A few years ago, the U.S. Army designed a program to improve health and decrease diseases such as diabetes, cardiovascular disease, and obesity by improving sleep, physical activity, and nutrition (Teyhen, Aldag, Centola, Edinborough, Ghannadian, Haught, & Parramore, 2014). This program is known as the Performance Triad. As a way to fully support this program, the Tennessee Adjutant General sent a memorandum to all the full time Tennessee National Guardsmen, allowing each full time guardsman an hour on Mondays, Wednesdays, and Fridays to exercise during working hours. This hour of exercise can be used during the first hour of the work day, lunch, or the last hour of the work day. A co-worker and I took advantage of this great opportunity

A commanding performance evaluation is obtained from several different resources. A proper evaluation is not issued only from management but also with input from peers and subordinates. It is also not uncommon to have customers; both internal and external contribute to the appraisal process. Self-appraisal is also an effective tool for appraisal as it can assist with establishing goals for the future. This type of 360º degree appraisal process can provide a complete assessment of the employee’s strengths and weaknesses. Often times, this type of appraisal process can assist to identify area of concern that traditionally would not have been recorded. All evaluations should be recognized for their source. A self evaluation may be slightly biased and not overly critical where an appraisal from a peer could be affected by the employee’s willingness to properly cooperate with the process. The self evaluation has a tendency not to be objective in relation to the requirements of the position. An affective self evaluation must be based on the requirements of the position and not based on the judgment of the individual performing the activity.

159). The evaluation process provides employees the opportunity to give a self-appraisal. Through these appraisals, an employee could justify a salary increase. It is also the time to discuss future plans, goals, aspirations, and career growth. Together with Laura, an employee would decide on goals and objectives for the next review period (Southwell, 2015, Unit 4). In the article “A Discourse Analytical Perspective on the Professionalization of the Performance Appraisal Interview,” the authors discuss how performance appraisal interviews between managers and their employees can resemble a therapy or counseling session (Van De Mieroop & Vrolix, 2014, p. 160). “Performance appraisal, in general, and performance appraisal interviews, in particular, were once rather basic communication processes, but nowadays institutions and organizations increasingly invest resources in them and this results in a growing professionalization of this genre” (Van De Mieroop & Vrolix, 2014, p.

The performance appraisal system can sometimes connect to biases or prejudices that increase discontent, lack of motivation, resistance especially on the part of

Unfortunately, along with so many strengths, there is also a relatively noteworthy limitation, that of various types of bias. One major source of bias in connection to personality-focused job analysis is self-presentation (i.e. impression management), in which individuals try to control the impressions that other people have of them (Aguinis et al., 2009). Other sources of bias that may be seen are self-serving bias, implicit trait policies, social projection, and false consensus (Aguinis et al., 2009). Fortunately, with the advent of better technology such as web-based forms and training, many of the biases mentioned may actually decrease. Web-based frame-of-reference training given to incumbents and other subject matter experts (SMEs) was found to have a positive effect in minimizing rater biases through better defined rating systems, defined scale anchors, descriptive behaviors for each system, providing practice ratings, and providing ongoing feedback during the practice (Aguinis et al.,

Performance appraisal is a method of evaluating the behaviour of employees in the work spot, normally both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individual’s job. It indicates how well an individual is fulfilling the job demands. The purpose of performance appraisal is to update the worker on his progress, gauge his behavior and performance, praise good work, and note opportunities for improvement. A poorly conducted appraisal could cause the worker to lose morale, but a constructive performance appraisal can encourage him to go above and beyond the call of duty. People differ in

The first step in this research was to collect and organize testing methods and literature from many reputable sources, review all aspects of this information to valid the effectiveness of the testing and to ensure that the literature was relevent to this research project. After all the information is selected and the test criteria is determined, the study researches each individual element of the five factors to see how each area correlates with each of the three specific job performance criteria. The test explains that up until the five factors were established and there was agreement among psychology professionals to accept these as the basis for establishing personality traits, the overall conclusion was that there wasn't much validity in the idea that personality was a

In this paper I will be describing effective performance appraisals and how they can increase employee performance. I will provide examples of strategic advantages in the performance appraisals process and also give examples of potential unfairness in the employee appraisal system.

First, we need to ask what performance appraisals are. They are “The identification, measurement and management of human performances within an organization.” (GOMEZ-MEJIA, 2010) Performace appraisals are popular and used world wide to measure personal and team performace. Performance management has increased with the gripping economy and having less to do more. Managers have always thought of optimal performance, yet a poorly written performce appraisal has a devistating impact on the employee, the manager, and the company.

The second key indicator of performance is motivation or “want to” (Nassar, 2007, p. 4.4). Ultimately, motivation is measured and created by both internal and external factors (Bethel, 2015). Thus, internal factors include the personal drive one has to compete, exceed, or perform such as moral values, ethics, integrity, and commitment (Thompson, 2014). Notably, a strong internal desire, also known as heart, is far more valuable than any other internal or external factor (Crowley, 2015). Further, external factors are those things outside of the person that motivate performance such as money, recognition, and incentives (Nassar, 2007). However, it is important to note that too many extrinsic rewards reduces the amount and level of intrinsic motivation (Cherry, n.d.).

“Performance appraisals can enhance employee performance as well as advance the mission and goals of an organization. There are many advantages of performance appraisals if they are applied fairly, consistently and objectively. Performance appraisals not applied fairly can be counterproductive and even destructive to