Essay on Performance Appraisal

A performance appraisal is one of the most important factors in any organization and can be one of the greatest tools used to record employee production. Every organization has to have goals and objectives established and the employee has to be involved in this process. By conducting performance appraisal will improve productivity and also the morale of the employees.

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.

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.

The purpose of a performance appraisal is to be used to improve employee performance. It should be used as a guide for recognizing outstanding behavior that is in line with departmental policies and work objectives, but should also be used as a tool for feedback to improve observed employee deficiencies. Performance appraisals should never be a surprise when it is presented to the employee. It is important for subordinates to understand what they are being evaluated on and what it takes to be successful.

of Agilent Technologies. Performance appraisal is one of the factors related to an organization 's long-term success. It has the ability to measure how well employees perform and then

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.

At too many organizations, the performance appraisal has degenerated into a mere formality. Employers and employees are jointly complicit, dutifully sitting across from one another but simply going through the motions, ticking off goals and targets achieved over the past 12 months, those that weren’t, and a new set of goals and targets for the next 12 months. As performance management tools, these by-the-numbers appraisals don’t hold much value for most companies, and they do little to raise employee engagement, commitment or satisfaction levels. However, rather than simply abandoning performance appraisals altogether, as some have implied, a growing number of employers are turning around this state of affairs. They’re reinventing performance reviews and reaping substantial rewards.

On the other hand, poor performance, or mediocre performance may lead to negative appraisals and consequences, including job termination or withholding of bonuses, awards, and promotions. Performance appraisals are a systemic means of ensuring quality of work performance, and thus achieving the strategic objectives and advancing the goals of the organization. These performance appraisals, in order to be effective, must be applied in a uniform, objective, fair and consistent manner over time. In addition, the expectations of the performance appraisal must be clearly understood and agreed upon by the supervisor and the employee. Objectivity and fairness in the appraisal system build trust in the organization as well as high morale among employees.

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.

A performance appraisal is a key element in organization and can be one of the greatest tools used to record employee production. Organizations can establish their goals and objectivities, while involving the employees in the process. Conducting a performance appraisal increases productivity and morale and can prove to be effective in performance production.

In a typical and effective process of performance management, as demonstrated in Figure 2.1, performance appraisal is not the only but a vital element because it is the activity which evaluate the outcome of the work, recognize the achievement and weaknesses and give employees and managers a straightforward result on these(Armstrong, 2009, Hutchinson, 2013). From a modern perspective, performance appraisal covers more areas not only on what have been achieved but also on the attitude and contribution of the operator (Hutchinson, 2013), which enhance the functions of identifying training needs.

According to Zweig (1991), performance appraisal instruments are tools that are used to measure the performance of employees in the workplace. They are used to put employees up against one another or a predetermined standard, and the appraiser is required to give an evaluation. Practical and effective performance appraisal instruments are drafted when the company has already clarified its philosophy and performance management system. It is also imperative that the performance appraisal instruments are calculated accurately, and that the supervisors are empowered to produce

The goal of appraisals should always be encouraging and should comprise of some discussion about past performance, but the attention should be on future development. The performance is measured

Despite not being looked upon unfavorably by employees, performance appraisal systems have become common place in businesses today as a way for the employees and managers to determine if an employee is accomplishing their assigned duties and tasks. It is designed as a vehicle to convey what is expected of the workers and supervisors as well as establish standards of achievement (Lawler, Benson, & McDermott, 2012).

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.