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A Critical Examination of Performance Appraisals: An Organization's Friend or Foe
Research proposal on the effects of performance appraisals on employee performance
A Critical Examination of Performance Appraisals: An Organization's Friend or Foe
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Brief Overview of Performance Appraisal Performance Appraisal can be referred to as a method of evaluating your employees. Using this method, the performance of an employee is evaluated in terms of the quality, quantity, cost and time. Performance appraisal can be regarded as a part of career development. According to the modern approach of performance appraisal, it can be regarded as a formal interaction between a superior and a subordinate, usually taking place periodically, during which the performance of the subordinate is discussed with the aim of identifying the strengths and weaknesses of the subordinate. This takes place mainly to help the subordinate enhance his skills and also to analyze the opportunities that are available to the subordinate. As a part of his job, the supervisor is supposed to monitor the progress of the employee from time to time. Performance appraisals are usually spread out over a period of three month, six month and twelve month period. It is the job of the supervisor to provide the employees with feedback and help them improve in any way if needed. Performance appraisals are important from the supervisor’s viewpoint as it makes them paint a picture of the way things are going in the organization. This helps them analyze whether the things are working out below expectations, as expected or at a pace that can be appreciated. This analysis in turn will help the supervisor formulate a list of those employees who need to be rewarded and those who need to be penalized for the way they have been performing. At the end of the process of performance appraisal, the evaluation should be discussed personally with the employee so that even the employee knows what he has to work on and what things ar... ... middle of paper ... ...s. The skill and sensitivity used to handle these often difficult sessions is critical. If the appraisee accepts the negative feedback and resolves to improve, all is well. But if the result is an angry or hurt employee, then the process of correction has failed. The performance of an employee in such cases is unlikely to improve and may deteriorate even further. Appraisers should not confront employees directly with criticism. Rather, they should aim to let the evidence of poor performance emerge "naturally" during the course of the appraisal interview. This is done by way of open-ended questioning techniques that encourage the employee to identify their own performance problems. Sometimes the shock of direct confrontation will result in the employee admitting that they do need to make improvements. But sometimes it will just make their denial of the problem worse.
Performance evaluation is a process of identifying criteria or standards for determining how well employees are performing their jobs. This is a formalized means of assessing worker performance in comparison to certain established organizational standards. This is also a procedure for assessing the relative value of jobs in an organization for the purpose of establishing levels of compensation.
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
In this case, I see issues with personal bias and poor management decisions which caused Marcus Singh to receive an unfair appraisal. First, it was unjust for Singh to be evaluated on the same criteria on a job he had just began as people who were doing the same job much longer. It is reasonable to assume he is still learning his job duties, especially since he was moved from his previous job of 10 year in industrial development to his new job in a completely different area of Research and Evaluation. Second, Garth Frye exhibited personal bias by choosing to rank Jason Taft, an employee he knew well and had previously worked with, the same, at the expense of Signh. The appraisal system created by Frye also lacks objectivity since he formulated the ratings and completed the appraisals himself, which resulted in employees who Frye was close with, to receive higher remarks than employees Frye was less familiar with. Since this is also the first appraisal the company has done, more effort should have done to train supervisors on how to conduct fair and balanced reviews that can point out areas of improvement and do not seek to label a certain amount of employees as superior and another as inferior. It also makes no since that Frye would sign off the first review stating Singh was “a valuable employee” but
Please consider this my formal response to your Annual Performance Please consider this my formal response to your Annual Performance Evaluation, ending December 31, 2017. I am concerned with this current performance evaluation because it does reflect my work ethic. First, I would like to thank you for observing that I provide additional support to the attorneys in assisting with scheduling of their depositions. Additional as you mentioned in this evaluation that I assisted the staff and management is a credit to my character and my work ethic. This shows I'm dedicated to the goals of this firm and CNA. I take exception that you mention that I am improving with completing the paralegal reports as I know through conversations with other paralegals
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 Analysis is the process of collecting information and analysing performance with the purpose of being able to enhance performance, decision making, tactics/strategy as well as influencing and enhancing the coaching process. A performance analyst must provide key, objective and reliable information on performance which is then transformed into relevant feedback which can facilitate learning and improvement (Horne, 2003). There have been many studies produced concerning the performance analysis process, most resemble Mayes, O’ Donoghue, Garland and Davidson (2009) model of Observe, Reflect, Plan, Act. The key emphasis of these models however is the importance of evaluation and feedback. Feedback is key for improvement, as well as
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.
The performance appraisal system, In order to maintain productivity at its peak, employee performance and productivity were the keys to the company 's goal. Middle management (supervisors) maintained a "record-keeping duties". The employee performance evaluation was performed twice a year which focused on the criteria of quality, "dependability ideas and cooperation" and "output". Workers commitment to perform efficiently is highly practiced. Education policy has been a key to improved employees performance, thus, a welding school has been
...organizational annual pay and grading reviews, Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole. Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development.
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
...ement systems which combines both financial and non-financial measures which are considered more appropriate with the growing market. For instance, the two well-known performance measurements used by wide range of companies: Balanced Scorecard (BSC) and Performance Prism.
Banner, D. K., Graber, J. M. (1985). Critical issues in performances appraisal. Journal of Management Development. Issue 4. Pp. 27-35.