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Review of literature about performance appraisal
Review of literature about performance appraisal
Performance management theories employee motivation
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Performance Appraisals are integrative assessment tools which are advantageous to organizational effectiveness. The administrators of the performance appraisals usually are managers or human resource professionals. Making sure the appraisal tool is valid, reliable, standardized, and appropriate for the position is only part of the process. Unfortunately it’s not uncommon for employees to be in the dark regarding their performance, or areas of weakness, if a lack of communication exists. The ability to be proactive with one’s employees is where I feel the success lies. “Research shows that managers with poor communication or interpersonal skills are often the downfall of a company's otherwise sound performance management program (“Setting up a performance management system”, 1999). Communication skills are of high importance when communicating scoring results and giving constructive feedback. When constructive feedback is handled professionally and with empathy, employees build trust and are more eager to improve on areas of weakness. Training, workshops, and shadowing others can help with both weaknesses and strengths. The performance appraisal tool can provide insight into strengths that can be of importance to the organization. Strengths can be honed in on, and often an employee can be an asset within another position or department within the organization.
Performance Appraisals unfortunately are often seen as a time consuming hassle to managers and human resource professionals. They are frequently unaware of the benefits they provide if devised and assessed properly. In order to meet department goals and maintain the vision of the organization, they must know where the employees stand in their performance. When uti...
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... feedback. Problematic issues can be caught before they escalate. Questions employees have can be answered on a more regular basis. Focus should also include making sure the employee’s vocational aspirations align with the company career track. Lastly, in my opinion I feel ongoing performance management reduces stress for manager and employee alike. When they meet and tweak the issues mentioned above, less anxiety is on the BIG yearly performance appraisal. Teamwork is bridged as they work together refining goals and objectives aligned with the company.
References
Aguinis, H. (2009). Performance management. (2nd Ed.). Upper Saddle River, NJ: Prentice Hall.
Setting up a performance management system. (1999, January). Dun and Bradstreet, Small Business. Retrieved from http://smallbusiness.dnb.com/human-resources/workforce-management/1384-1.html
Miller, C. E., & Thornton, C. L. (2006). How Accurate Are Your Performance Appraisals? Public Personnel Management, 35(2), 153-162.
The performance assessment and appraisal forms are crucial within the performance management system (Aguinis, 2014). However, the appraisal form within the case study provided is designed for the supervisor’s use thus missing one vital factor throughout the entire process, employee participation. Thus, questioning the validity and reliability of the process. This is especially concerning as the bottom 10 per cent of employees are being fired and the top 20 per cent are being rewarded with $5,000.00 based on what their supervisor records on the form without consultation with employees. Thus, supervisors may not provide accurate scores as they do not have to justify their responses (Aguinis,
Based on your view of the objectives of performance evaluation, evaluate the perspectives about performance appraisal presented by the managers.
There is an array of key components and factors involved in making an organization a successful business. One of those elements consists on evaluating employee’s performance; this sole component is critical in determining how effective is the organization’s productivity and which are the necessary steps to ensure proper functioning. “The performance appraisal may be one of the few times during the year where an employee and the reviewer, typically the employee's supervisor, can sit down and have a lengthy face-to-face discussion about all aspects of the job” (Joseph, 2016). Employees’ performance assessment serves as an instrument to gather important information as to which areas of the job description are being performed according to standards
Performance management aims to manage and improve individual performance with a vision to improving performance across the entire business. [Walter. M, 1995] defines performance management as the process of ‘Directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation’. It is very important to direct and support employees to work efficiently, and this can only be successful if a well-structured performance management system is put in place. But, nonetheless some organisations don’t get it
Section 1: The focus of many managers is most often on the wrong things. They focus on appraisal rather than planning. Performance appraisal is not performance management. Managers often focus on a one-way flow of words (manager to employee) rather than dialogue. Performance management and the end of the year appraisal are often seen as a necessary evil. They don’t realize that if carried out properly, performance management has the potential to fix many of the problems they’re facing.
Performance appraisal is perceived by most as a tool to reward or penalize employees for their good or bad work respectively by the end of a year. This notion is a challenge in itself to deal with. The whole exercise becomes dull for both supervisors and their subordinates and they tend to look at it as an additional responsibility which they have to finish. In the end, there is little or no value addition for either the employee or the organization. There are, however, better ways of looking at and conducting performance appraisals. It can give much needed feedback to both performers and laggards to improve upon and if done properly can even boost their motivation. More importantly, they provide a chance to employees to have a say in their goal setting and thus aligning it with the departmental and organizational goals. Also, the process itself has a value in team making.
In this paper I critically reflect on five different self-assessments: locus of control (LOC), emotional intelligence (EI), listening self-inventory, team member type and conflict management. Throughout my discussion, I focus on their correlations and apply the gathered information to my work-life experiences. I will also provide a systematic assessment of each of these questionnaires. This evaluation will address any possible weaknesses I had found within the tests and prepare my final conclusions based upon those final educated results.
Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
Performance appraisal is also a technique of HRD. The performance interview and the process of the
Performance management is a process that guarantees an organisation and all of its available resources are working collectively and effectively towards achieving the organisation’s mission or goal. Performance management affords an understanding of what drives an individuals, and even organisations, performance at all levels. An understanding of performance management allows for the identification and minimisation of unproductive areas of an organisation, as well as an ability to predict future performance. It is a powerful tool that can be used by managers at all levels of an organisation to help improve a company’s productivity.
Grubb, T. (2007). "Performance Appraisal Reappraised: It's Not All Positive." Journal of Human Resource Education. Vol. 1, (No. 1,): 1-22.
Although performance is a major objective at top organizations, successfully addressing poor performance is also a key focus. Although many employees feel or dread performance appraisals they are directed to enforce clarity with individual employees day-to-day work-load, performance appraisals develops responsibility while making employees accountable for performance expectations, reinforces future career planning, helps the organization with determining training needs, and provides a stem of documentation for legality purposes. Performance management in detail is much broader than many employers, and employees assume and necessitates so much more. Proficient appraisals should represent a summary of on-going dialogue. Focusing only on an annual performance evaluation leads to misrepresentation of the performance management process in its
Performance management is a continuous process that creates a working culture to encourage employees to improve their work performance and reach their full potential during their stay of employment. Performance Management also provides strategic direction, develop competency in employees and instill organization value. This paper will identify methods and affects that performance management plan has on the organization and their employees.
Banner, D. K., Graber, J. M. (1985). Critical issues in performances appraisal. Journal of Management Development. Issue 4. Pp. 27-35.