Essay about Case 7.1 the Politics of Performance Appraisal

A commanding performance evaluation is obtained from several different resources. A proper evaluation is not issued only from management but also with input from peers and subordinates. It is also not uncommon to have customers; both internal and external contribute to the appraisal process. Self-appraisal is also an effective tool for appraisal as it can assist with establishing goals for the future. This type of 360º degree appraisal process can provide a complete assessment of the employee’s strengths and weaknesses. Often times, this type of appraisal process can assist to identify area of concern that traditionally would not have been recorded. All evaluations should be recognized for their source. A self evaluation may be slightly biased and not overly critical where an appraisal from a peer could be affected by the employee’s willingness to properly cooperate with the process. The self evaluation has a tendency not to be objective in relation to the requirements of the position. An affective self evaluation must be based on the requirements of the position and not based on the judgment of the individual performing the activity.

159). The evaluation process provides employees the opportunity to give a self-appraisal. Through these appraisals, an employee could justify a salary increase. It is also the time to discuss future plans, goals, aspirations, and career growth. Together with Laura, an employee would decide on goals and objectives for the next review period (Southwell, 2015, Unit 4). In the article “A Discourse Analytical Perspective on the Professionalization of the Performance Appraisal Interview,” the authors discuss how performance appraisal interviews between managers and their employees can resemble a therapy or counseling session (Van De Mieroop & Vrolix, 2014, p. 160). “Performance appraisal, in general, and performance appraisal interviews, in particular, were once rather basic communication processes, but nowadays institutions and organizations increasingly invest resources in them and this results in a growing professionalization of this genre” (Van De Mieroop & Vrolix, 2014, p.

In conclusion, you should evaluate all employees’ strengths and weaknesses in light of agreed-upon goals and objectives through the performance appraisals. In addition, employees should be given specific comments in a matter-of-fact tone. After giving feedback to employees, you should

First, we need to ask what performance appraisals are. They are “The identification, measurement and management of human performances within an organization.” (GOMEZ-MEJIA, 2010) Performace appraisals are popular and used world wide to measure personal and team performace. Performance management has increased with the gripping economy and having less to do more. Managers have always thought of optimal performance, yet a poorly written performce appraisal has a devistating impact on the employee, the manager, and the company.

Activity #3This activity involved performance reviews and how the employees felt that they were not being appraised fairly. It was apparent that there was no formal structured appraisal system in place which contributed to this problem. The need in defining four outcomes of the appraisal system will resolve this issue while remaining within company policy.

Good performance review techniques and methods come in a variety of forms ranging from the use of management coaches to the establishment and distribution of written evaluations. Evaluations should include all direct reports from those employees who work within the department; from beginning to end, the process of using a questionnaire benefits gloriously to a manager and their employees. Discovering what employees genuinely think of a manager’s work and leadership abilities proves crucial as it becomes an essential step in maintaining strengths and improving weaknesses. The use of a hired management coach can help during the performance reviews immensely; as their job is to aide in the facilitation of meetings, coaches can assist in assuring that the review

Performance appraisal is the performance of staff duties and responsibilities assigned for reviewing and discussion. In this assessment is based on his / her income about the employees where work in, rather than the result of employee personality characteristics. Assessment of skills and achievements measured with reasonable accuracy and consistency. It provides a way to help identify areas of performance improvement, and help promote professional growth. It should not, however, be considered the only means of communication competence. Communication will help open lines to effective working relationships.

Critical elements of any performance appraisal are its reliability, validity, and objectivity. Reliability is the consistency with which something is measured; validity is the extent to which an instrument measures whatever it is intended to measure (Saal & Knight, 1995). In terms of performance appraisal, questions addressed are if the appraisal is consistent across employees and those doing the appraising, as well as ensuring the appraisal is actually measuring employee performance and not an outlying characteristic. It is in this area that the 360-degree appraisal is effective. Several authors have agreed that one observer does not effectively provide a thorough performance assessment (Rothstein, 1990). Employees possess valid information and insight regarding performance, and are useful because they have an

an appraisal system is a regular review of employees performance in work. The main objective of this study therefore, is to examine performance appraisal and workers performance.

The goal of appraisals should always be encouraging and should comprise of some discussion about past performance, but the attention should be on future development. The performance is measured

To start with, a well-developed evaluation process is one that has the support of top administration within the organization and that is viewed as fair and productive by all who participate in them. It is very difficult to create a performance appraisal. It is also difficult if the organization does not have a logical, well-tested, step-by-step progress to follow in developing their new procedures. Therefore, there is no such thing as a perfect appraisal, however; it is very important to implement a good Appraisal form.

As a manager myself I find it difficult to truly appraise individuals, for many reasons, one is that not everyone has the same job in my organization, two there are over 80 people that work in there so remember and playing back all work performance is often a difficult job for the 3 supervisors I have. Moving back on track; performance appraisals should encompass relevant performance standards and performance criteria in order to measure performance, which as stated in both the lecture notes and text is an elusive term.

Ultimately, goal of Brett and Simone, when conducting performance appraisals should be to impart a true appraisal of the employee’s performance (including behavior and attitude) from management’s perspective.

Research studies show that employees are likely to feel more satisfied with their appraisal result if they have the chance to talk freely and discuss their performance. It is also more likely that such employees will be better able to meet future performance goals. (e.g., Nemeroff & Wexley, 1979)

3. Introduction----------------------------------------------------------------------------------- 5 4. Process of performance appraisal---------------------------------------------------------- 6 5. Purpose of performance appraisal--------------------------------------------------------- 7 6. When and Who to conduct