performance apraisal critique

The performance appraisal system used by our organization is done annually. The purpose of the review is for employee as well as manager, to aptitude performance from the past year relating to the specific responsibilities and objective of that employee. This gives the opportunity for managers to give feedback on the strengths and development areas that are summarized from that previous year. Employees must also use this opportunity to give feedback on how they can best perform and develop themselves. This

Annual review period is an opportunity to communicate and work together to build unity in the workplace. Realistic plans may be made for the employee’s development and growth.

The supervisor and the employee review the job description standards and compare the employee’s accomplishments against the standards set. The data comes from established performance metrics, employee self-assessment and customer or coworker feedback from daily activities.

There are five levels of the performance rating. Outstanding is the highest rating. To get an outstanding rating means the employees contribution to the business far exceeds requirements. The employee is personally committed to the company’s mission, values and goals at a consistent level. The employee takes the initiative to identify challenging work goals and tries to find solutions. The employee’s quality is never a question, even under challenging situations.

The next rating is an excellent rating. The employee who receives an excellent rating produces more than required. The employee takes the initiative in developing and finding challenging work goals. Each responsibility is finished with quality and on time. That employee needs little direction or supervision. The employee thinks beyond the details of the job and contributes to the objectives of the department. All of the employee’s decisions and actions are higher than expectations.

The next level of rating is commendable. This employee performs what is expected of an experienced individual in the department. The employee’s errors are minimal and they have learned from their mistakes, some improvements from them are expected. They schedule projects and work on problems in an orderly manner. They understand suggestions and recommendatio...

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...sp;These conditions do not empower employees. Employees are told what to do and they have a small amount of insight on what their actions are contributing to. Employees feel powerless; we are reluctant to take the initiative for fear of doing the wrong thing. We do our jobs as told, and have little sense of personal responsibility or commitment. Our goals are set for what is measurable rather than what goals are important. We have very few interactions with our manager over the course of the year to discuss how things our going. Employees have lack of information about the company’s goals. We are discouraged from asking for help or coaching assistance from our supervisor. Our goals are assigned to us without mutual agreement.

We must change the organization to give employees the understanding for how our work contributes to the organization. Employee’s goals are achieved by our freedom to choose the best way to take on these goals. Supervisors must be supportive and actively coach employees. There must be minimum supervisor control and interests of discovering better ways of working. When employees discover this, it will be reflected in our reviews.