Performance Appraisal in Human Resources From Help With Assignment

8/7/2019 Performance Appraisal in Human Resources From Help With Assignment

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` Performance Appraisal Systems take a variety of

forms and are central to Performance

Management Systems.

` Appraisal takes place annually between themanager and the employee. However there are

number of trends that are changing the style and

relationship of the appraisal.




` One important trend is to hold periodic reviews on

a more regular basis.

` This allows for a more dynamic process of

discussion and adjustment to objectives to counter the criticism that objectives set and reviewed

annually do not fulfill to important aspects of the

process.




` The objectives should remain relevant and

achievable.

` The process of dialogue allows for relationship

building and coaching that needs to take place.




` The main purposes for Performance Appraisal

include Evaluating Performances to enable a µrewards¶ formula to

be put into operation.

Auditing to discover work potential, both present and

future, of individuals and teams.

Construction succession plans for corporate replacement

planning.




Discovering training needs for identifying gaps to be filled

by formal training.

Motivating staff to clarify and offer feedback on standards

and objectives.

Developing individuals advising on, conducting andexplaining work methods to enable individuals to take

responsibility for their own performance, training and

development and working relationships through

feedback, dialogue and information sharing.




` Control Orientation: In this scheme, an

assumption that a superior is controlling authority.

` This is often perceived by employees negatively.

` The ³them and us´ attitudes are formalized

through power to judge via paperwork, which

seals a view of how well somebody is perceived to

work.




` This approach works best where clear targets are

available, which can be judged obviously. It

improves a standardized appraisal that is µfelt fair¶.




` Development Orientation: The development

appraisal does not start from the manager in

control but the need to deal with the uncertainty inthe minds of the employees who genuinely want to

know how they are performing and what the

organization thinks of their contribution.




` The employees need support to enhance

contribution and match their skills with

organizational needs.` This is a bottom up approach.

` The demand to develop and a learning climate are

likely to evolve from such an attitude.




` Top-down Schemes: is the most traditional form

of appraisal.

` This emphasizes both subordinate feedback and

the lead on objective setting coming from the top.` The problems faced by this type of appraisal is

that it stresses traditional organizational

hierarchies, there may be lack of impartiality and

favoritism.




` There can be lack of full knowledge of the

employee in some areas where manager¶s span

of control may be wide.

` To counter the problems an independent reviewer is often asked to review the outcomes to avoid any

potential bias.




` Self Appraisal: Rarely used, as independent

forms of appraisal but, encourages greater

ownership and participation in the appraisal

scheme through self-reflection and helps ensurefull preparation for the appraisal discussion.




` In an open environment it allows managers to shift

from a directive, informing style to counseling

style, thereby assisting staff to form objectives and

plans, moving from µtelling¶ and µselling¶ tofacilitating which is seen as a creative and more

effective level of satisfaction and ownership.




` Upward Appraisal: It is increasingly used to

reflect the growing trend for organizations to

recognize that they have a duty to provide

effective working systems for employees.` Employees are invited to provide managers with a

rating on such dimensions as effective

communication, involvement in decision-making,

clarity of objectives and goals and so on.




` Peer Appraisal: Involves members of teams

evaluating each other.

` One of the arguments for this type of system is the

pressure to treat internal working relationships asinternal feedback systems to external customer

feedback techniques.

` There are sensitivities involved and careful

development of staff is required in using suchschemes.



` Multi-dimensional Appraisal: It is also called

µ360- Degree Appraisal¶.

` It is used to collect data from outside the

immediate team and often from external customer feedback.

` Its key advantage is to overcome the criticisms of

impracticalities and lack of knowledge of a single

appraiser.




` The term refers to the various sources of data:

boss, peers, customers and reporting staff, in

order to achieve a more comprehensive

understanding of the performance relationshipsand retain positive employee relations.




` Reduction in paperwork

` Clarity of objective setting

` Emphasis on the quality of the review discussion

` Greater involvement of staff in the process




` Overtime to complete the paperwork

` Vague objectives and inconsistent standards of

objective setting.

` Emphasis on getting the review µover¶ rather thanon the quality of the interview process.




` Narrow individual orientation that ignores wider

feedback and operating context.

` Failure to integrate appraisal issues within the

wider organizational and operational reality.




` For more details you can visit our websites at

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