Lack Of Systemic Evaluation And Financial Resources Essay

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 appraisal is a method which is increasingly used to evaluate employees to determine the degree to which they are performing effectively and encourage them to direct their energies towards organizational performance. Although the appraisal is being practiced, there are criticisms made against the system which generally arise from within the Orthodox and radical management frame 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.

The performance appraisals process is flawed in many ways. Lack of preparation, time, training, and professionalism are a few examples of how the system is flawed. The individual completing the application often has many tasks that supersedes taking the appropriate time necessary to accurately keep notations of an employee's performance throughout the year. The lack of time leads to an employee receiving a performance review on the most recent accounts of his or her job performance instead of his or her performance throughout the entire year. Lack of professionalism can also hurt the appraisal process. An employee should be rated by his or her job duties instead of the personal opinion or feelings the manager or supervisor completing the form. All

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.

In an organization employees are the important asset and play a significant role in the progress of an organization. Nowadays firms usually focus on the human capital in the form of the employees by giving them training, assisting them in career development and also work on performance management in order to keep the employees motivated and dedicated by giving them feedback through performance appraisals. Through these performance appraisals the employees are informed about their strengths that they can enhance and about their weaknesses that they can improve in the future.

shown marked improvement or progress. Lack of personal performance growth would result in consequences for the employee including a probationary period or dismissal. Personal conflicts between manager and employee should not be reflected in the appraisal process. Manager accountability would be reflected by the performance of the employee; hence, an ineffective manager could as easily be discovered through the process as an ineffective employee could be. The process would actually be a system of checks and balances. Ideally, this would promote team players and identify any weak links. The goal of performance appraisals is utilizing the employee’s performance and their behavior or attitude. With correct implementation, the attitude and behavior will not be the issue or focus of the manager. “For any performance improvement to take place, both parties must agree that improvement is necessary, that a plan for improving performance has been jointly formulated, and that periodic progress improvement sessions will take place, as needed. Thus, improvements in employee performance and attitudes can truly be enhanced.” (Peggy Anderson, 1998)

“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

Managers have always had to make tough decisions in the workplace, but one of the most challenging aspects of their job is the employee performance appraisals. Evaluating an employees’ performance, if done right, will be an objective as possible process. However, the naturally subjective aspects of the evaluation process are what pose many ethical dilemmas. This process customarily comprises of giving constructive feedback to an employee so that they are better able to improve their job performance, but many appraisals are based on lies. This theoretically disqualifies it from being an effective resource from which employers can accurately determine compensation increases, identify those deserving of promotions, cuing the need for progressive discipline and identifying termination candidates (Gilbert,2012,117). Yet, these erroneous official forms are signed and filed away, year after year.

Managers’s play a huge role in performance evaluation of employees. There are several factors that contribute to how managers assess performance evaluation, these components are orientation, training, development, feedback, and annual performance appraisals (). Human Resource managers are important to the performance appraisal process, because they make sure that the appraisal is fair, detailed, and the managers are handling the appraisals professionally(). In order to properly ensure that the performance appraisals are conducted in a fairly, HR managers need to make sure that the appraisals are non-discriminatory. As an Human Resource manager it is important that the managers who conduct the performance appraisals are properly trained on

Erasmus, Swanepoel, Schenk, van der Westhuizen and Wessels (2005: 268,269) state that performance appraisal is a formal and systematic process which the job-relevant strength and weaknesses of employees are identified, observed, measured, recorded and developed. The performance appraisal

Leventhal and Greenberg discussed three broad principles that influence perceived fairness in performance appraisal systems. First, employees should possess the ability to correct or rebut inaccurate information. Second, that specific procedures should be introduced to increase the accuracy of performance information (such as performance diaries, comprehensive rater training, objective performance standards). Third, that procedural safeguards are present to discourage biased ratings (appeal processes, evaluating the rater on how well they administer the process). To fully operationalize these principles, a much greater voice and role for the employee is necessary. What are the preferred means for accomplishing these goals?

European Journal of Social Sciences – Volume 7, Number 3 (2009) 2.2.1. Absolute Standards One group of appraisal methods use absolute standard. This means that employees compare to a standard, and their evaluation is independent of any other employee in a week group (Dessler, 2000). Included in this group are the following methods: the essay appraisal, the critical incident appraisal, the checklist, the graphic rating scale, forced choice and behaviorally anchored rating scales. The essay appraisal: It is the simplest evaluating method in which evaluator writes an explanation about employee’s strength and weakness points, previous performance, positional and suggestion for his (her) improvement at the end of evaluation term. This kind of evaluations usually includes some parts of other systems to cause their flexibility. This method often combines with other methods. In essay appraisal, we attempt to focus on behaviors (Mondy, 2008). The critical incident appraisal: It focuses on key factors which make difference in performing a job efficiently. This method is more credible because it is more related to job and based on individual’s

​According to Nigro, Nigro and Kellough, (2014), performance appraisal refers to the systematic performance appraisal of employees in order to measure their skills and talent for the purpose of further personnel growth and development. Performance appraisal is mostly carried out in the private sector where the performance of employees is crucial as the organizations are focused on profits. However, the difference between the aims of private organizations and the public organizations introduces a problem when it comes to measuring the performance of civil servants. Thus most civil servants may not be overly enthusiastic about implementation of performance appraisal in their organization because of some inherent flaws of most of the techniques used, for example, ranking is prone to biasness of the appraiser which may in turn affect the morale or even employment status of a civil servant. This paper will thus seek to address the issues that affect implementation of performance appraisal systems in public organizations as well as providing possible solutions that can be implemented in the public organizations.