Performance Appraisal Critique

Therefore, it is suggested that she adopts a 360-degree feedback approach appraisal in order to get the opinions of not just the managers and supervisors, but, everyone.

Feedback is the useful information or criticism that a person has provided to another person or group of individuals who will find the information helpful when improving future performance and practice. It is important for management to provide both positive and negative feedback; this feedback is constructive because it supports the personal and professional development of staff as well as having an effect on employee motivation, retention and satisfaction. It is important that as an organisation feedback is requested across the organisation (citizens, staff, other professionals etc) it is a factor in finding ways to make services and performance throughout the company better.

At too many organizations, the performance appraisal has degenerated into a mere formality. Employers and employees are jointly complicit, dutifully sitting across from one another but simply going through the motions, ticking off goals and targets achieved over the past 12 months, those that weren’t, and a new set of goals and targets for the next 12 months. As performance management tools, these by-the-numbers appraisals don’t hold much value for most companies, and they do little to raise employee engagement, commitment or satisfaction levels. However, rather than simply abandoning performance appraisals altogether, as some have implied, a growing number of employers are turning around this state of affairs. They’re reinventing performance reviews and reaping substantial rewards.

Based on your view of the objectives of performance evaluation, evaluate the perspective about performance appraisal presented by the managers.

Employee performance appraisals can be a company’s best resource or become its worst enemy. This statement is based on the how the system was implemented, documentation of events and the steps taken on the company establishing an appraisal system that is discrete, informative, motivated towards the employee’s success and nondiscriminatory. Many factors need to be considered to perform an accurate performance appraisal that assist in avoiding a valid legal challenge.

Performance appraisal is critical element in the performance management process. A primary aim of the performance appraisal dimension of performance management is to assess or measure the achievement of the individual or the team against the agreed objectives. (Stephen and Marjorie, 2006)

Performance appraisal is defined by Mathias, Jackson (2005, p106) as ‘the process of evaluating how well employees perform their jobs as compared to a set of standards, and then communicating that information to those employees.’ This evaluation or review is usually carried out periodically. A performance appraisal usually forms an integral part of an organization’s Performance Management System, and although there are criticisms against performance appraisals, its many advantages heavily outweigh their shortcomings.

This essay is to answer the question two: “Critically evaluate the advantages and disadvantages of individual performance appraisals/reviews. Assess to what extent such appraisals can contribute to achieving high performance workplace.”

Performance appraisal is a process that an organization uses to gather information useful in decision making regarding different personnel aspects. Performance appraisal includes analysing, recording and obtaining information about the relative

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.

Performance appraisals are often viewed as a “no-win” situation by both managers and employees (Glen, 1990). Managers view performance appraisals as their job to provide performance feedback and motivate employees in order to drive individual and organizational improvements (Glen, 1990). Employees see performance appraisals as the means to an increased income, improved skills through developmental training and promotional opportunities (Glen,

Trying to fix all the issues regarding performance appraisals is a difficult task. All of the proposed systems profess to be able to fix some of the problems, but none seems to cover them all. Therefore, the best solution is not the one that fixes all of the issues, but rather the one that addresses as many as possible, while also enhancing the workplace and performance. By these standards the most efficacious solution would be constant feedback and coaching, which improves morale and employee retention, while at the same time reducing recency bias.

Performance appraisal is a systematic and periodic process that assesses an individual employee 's job performance and productivity in relation to certain pre-established criteria and organizational objectives. It is a critical skill that managers need to master in order to evaluate an employee’s work performance. However, this skill is over looked or not appropriately utilized by managers. This can results in a negative sentiment where employees feel unappreciated or that their work is not valued by their managers. Although well defined, this topic is also subject to many controversies. Many reputable sources researchers have expressed doubts about the validity and reliability of the performance appraisal process. Some have even suggested that the process is so inherently flawed that it may be impossible to perfect. This paper will discuss and demonstrate challenges faced by employees and how their productivity is affected by ineffective performance appraisals.

The aim of this research proposal is to evaluate the impact of performance appraisal approach on employees and also investigates the relation between performance appraisal and employees performance.

Contemporary challenges facing performance management include subjectivity and inconsistencies in the performance appraisal process. This is exhibited by incidences of a time lag between the appraisal and receipt of the increment, clarity about the process and lack of honest dialogue between the supervisor and the supervisees have made the process