Definitions of Performance Appraisal System

Introduction

As (Drucker,1994; Barney, 1995) stated, the achievements of staff members can conclude the success and survival of a business, and as (Orpen, 1997; Martin and Bartol, 1998; Cook and Crossman, 2004) also concluded that appraisal is a method in which those achievements can be coordinated with the targets of an enterprise, where employees could be motivated and their performance managed and improved.

Among all the human resource (HR) practices, performance appraisal is the most important of all (Boswell and Boudreau, 2002; Judge and ferris, 1993; Yehuda Baruch, 1996) and is one of the most discussed and researched topics in the sphere of psychology for over 70 years (Fletcher, 2002; Landy and Farr, 1980). Although many companies still express exasperation with their appraisal schemes (Fletcher, 1997). As Fletcher (2001) indicated, this lack of satisfaction may lead to deficiency of success of performance appraisal as a tool for progressing and inspiring people. Among performance appraisal researchers and practitioners, there is an agreement that assessment of appraisal reactions is important (Keeping and Levy, 2000). For instance, it is often argued that in order for performance appraisal to efficiently influence staff attitude and future establishment, they should experience effective appraisal reactions. If not, any appraisal system would be wrecked to failure (see, e.g Murphy and Cleveland, 1995; Cardy and Dobbins, 1994). As (Giles and Mossholder, 1990; Keeping and Levy, 2000) claimed, “performance appraisal gratification is the most often measured appraisal response”.

Definitions of performance appraisal system

“Performance appraisal” indicates the method in which an individual’s work performance is evaluated. It ha...

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...t it is progressively becoming common for subordinates to evaluate the performance of their coworkers. This is because there is a significant increase on the use of teams in the workplace.

Stubblebine advocates that noble evaluation may be inspired by social similarity practice , because of the visibly different manager-employee relationship, managers evaluation will not follow a social similarity process.

Fandray (2001) proposes, that companies are fighting the old-fashioned performance evaluation process and approving total performance management. He recommends, an approach that concentrates on feedback and training. In such approach, the subordinate and manager agree for certain goals. In order to mirror modifying circumstances in the workplace, goals must be elastic. Employees must consider their managers as coaches that are willing to help them attain success.