Supervision and Appraisal

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.

An appraisal is one of the most commonly used methods of formal assessment and is used to evaluate and assess the performance of an employee against agreed targets and objectives, with the aim of improving employee performance. Where an employee has been able to achieve their targets, the appraisal can be used to recognise successes. This often helps to increase an employee’s confidence and motivation and can lead to better organisational performance. Many organisations will use the outcomes of an appraisal to identify potential candidates for promotions or even an increase in pay. At the same time, an appraisal meeting may include discussions on underperformance, identifying why this has occurred and how this can be avoided in the future.

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.

A performance appraisal helps with developing information on an employee, which will help determine if the objectives that were set forth have been met, and what needs to be improved to help with the success of the company. This evaluation happens once a year to help the employer determine whether or not an employee is a great asset for the company. Performance appraisal is very important for staff motivation, communicating, and an individual’s contribution towards the company success. Each performance appraisal must be accurate, and thought through to ensure that appraisals is effective, and to help

In a conclusion, strengths of the negotiated performance appraisal are its ability to promote candid two-way communication between the supervisor and the person being appraised and to help the latter take more responsibility for improving performance. In contrast, in this case, the supervisor acts more as a judge of employee performance than as a coach. By so doing, unfortunately, the focus is on blame rather than on helping the employee assume responsibility for improvement.

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.

“Performance appraisal can be defined as a general heading for a variety of activities through which organizations seek to assess employees and develop their competence, enhance performance and distribute rewards” (Van De Mieroop & Vrolix, 2014, p. 159). In the article “A Discourse Analytical Perspective on the Professionalization of the Performance Appraisal Interview,” Van De Mieroop and Vrolix discuss performance appraisal interviews as interactions between managers and their employees that can resemble a therapy or counseling session (Van De Mieroop & Vrolix, 2014, p. 160).

Ongoing self-assessment is vital to an effective management style (Benton, 2018b). The agency current implements evaluations and staff evaluations for their teachers. The agency feels that performance evaluations are vital to determine whether staff are meeting standards, as well as continually growing in their positions. Teacher evaluations were described as rigid and that meetings with teachers were accompanied with expectations. The evaluation process included a 3rd party assessment and a self-assessment. The person in charge of the 3rd party assessment is the is Educational Director, who works on a day to day basis with all teachers at the agency. The Educational Director will also complete a self-assessment form on the teacher, and then they will compare what they have put down. The self-assessment will ask questions regarding characters and process. Self-evaluation can be used to empower self, assess personal strengths and deficits, distinguish limits of competence, as well as an opportunity to learn and grown (Benton, 2018d). Performance evaluations allows managers a chance to recognize employees for their performance but allows managers to speak to employees about possible changes the employee might need to make.

Within this assignment, I will identify my personal philosophy of supervision and evaluation. Currently I have been in the educational system for 15 years. Throughout this experience, I have endured multiple variations of supervision styles and evaluations. Some of the supervision styles / evaluation processes have proven to be positive while others have not. Even though some of the styles have not proven to be beneficial to my teaching career, or build my capacity as a teacher, all of these experiences have helped to develop my beliefs on supervision and evaluation.

When performance appraisals hide true employee actions, we are doing a disservice to the students, the school, and to the employee. If the employee is not performing adequately, administrators need to provide the tools and resources to correct the behavior. Administrators can use evaluation tools, such as the Danielson Model, to set expectations and provide formal feedback on teacher performance. Certified employees are entitled one written evaluation delivered by May 1 comprised of two observations during the year, with one occurring before January 1 (Issuance of Annual Contracts, 2015).

“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

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.

the issue of collective and individualistic cultures. This was evident in the report as the NPAS was adapted from a foreign culture (Rahman, 2006). Nadler and Tushman (1999) in their article, also prescribe the significance of maintaining the close relationship between the organization and the environment it operates on. Statistically, test carried out shows that supervision and explanation of the performance appraisal influenced teachers’ tendency to improve their performance (Rahman, 2006) regardless of their cultural backgrounds. The illustrations and investigation provide evidence that participants that were not supervised, tend to leave teaching for higher paying job, lost interest and demotivated towards teaching, thus, making them have a rethink about transfer to another school.