Introduction use these occasions as means of discussing

 

 

Introduction

            Performance
appraisal depicts an evaluation, which is performed periodically to access the
job performance of an employee (Robertson 2013, p. 2). As such, it can be
equated to a report card for the assessment of an employee. The formal process
entails gathering information on the performance of a person in an
organization, which is used for several other activities that include decision
making such as re-assignment, pay, training, and promotion among others.

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            The
human resource department uses performance appraisals as means for assessing
the employee knowledge, skills, ability, and the entire job performance. Thus,
the appraisals help in the elimination of behavior related to productivity
issues and ensuring that there is motivation of employees to have a better
contribution in the workforce (Giangreco, Carugati, Pilati & Sebastiano
2010, p. 155). There are different strategies, which could be adopted by
organizations for implementation depending on basic preferences, but these have
their independent limitations and advantages to the entire organization.

Advantages

            Performance
appraisals are vital since they provide an effective documentation of the
performance of an employee for a given period. Thus, they help in getting
insights into the competency and capability level of a worker in executing the
assigned duties. The report also assists in the identification of the areas of
need for training and development of a worker (Giangreco, Carugati, Pilati
& Sebastiano 2010, p. 156). Such occurs since there is time that is
available for the workers to interact with their bosses in the organization.

            The
process of performance appraisal helps in creating rapport between the manager
and the employee. The situation occurs since these two groups of people get a
chance to interact and talk with one another regarding the performance of a
worker (Robertson 2013, p. 3). Consequently, the manager gets the opportunity
to offer the employee feedback related to the performance, as well as
discussion of the goals that needs to be accomplished over time. Furthermore,
the employee use these occasions as means of discussing issues related to the
work in the organizations and getting clarifications on expectations from their
job roles.

            The
workers have the opportunity to use the structure as the platform for the
development of the goals, which they have to achieve in a given period (Mulvaney
2017, p. 86). Therefore, they allocate adequate resources towards achieving
these goals at all times while in the organizations. The performance appraisal
systems also act as motivating means for employees who are supported by an
effective compensation system and merit increase in their work environment.

            The
performance appraisals create a chance for documenting the history of the
performance of the employee. Thus, organizations record performances of all
individuals and the documentations should always be put in the file of the
employee. The aim is to ensure that an historical record of the development and
performance of the employee is kept. The under-performers are also identified
through the conduct of the performance appraisals (Mulvaney 2017, p. 87). The
outcome is that those who cannot meet the performance requirements are
eliminated from the organization. Hence, the system for the performance
appraisal should be highly effective to ensure that there is a chance to
identify individuals who need to be eliminated in the organization. These
include the creation of a smooth transition of the relationship, which should exist
in the organization.

            Performance
appraisals need to be a good celebration of the deeds of the employee.

Therefore, they act as sources of encouragement and motivation for the staff
members. Hence, there should be no surprises when it becomes impossible to
address the issues as they emerge and conducting the annual reviews (Stathakopoulos
1997, p. 135). The appraisals also reward the staff members for the good jobs,
which they have done while working in the organization. These systems also help
in correcting the undesired behavior, which could be evident from the conduct
of duties of the employee in the organization.

            Employee
growth is enhanced through the conduct of the performance appraisal. Workers
who are motivated value development, plan, and structure for growth. Hence, an
effective performance appraisal system creates an opportunity for the employee
to have a chance of reaching their full potential while working in the
organization. Consequently, a positive experience is created between the
manager and the employee (Stathakopoulos 1997, p. 136). Good managers are
always proud when they see that employees are developing professionally and
have a continuous growth in their work environment. Organizations have a good
global look on the existing performance management system where their goals are
tied to the performance management processes and strategic initiatives.

            The
system of performance evaluation helps in strengthening the self-development of
the employees. Hence, the workers become more responsible in their work
environment. The outcome of this is that the individual level performance of an
employee improves significantly (Simmons & Eades 2004, p. 153). The staffs
that are honest contribute to enhancing organizational culture and ensure that
the firm operates on the principles of honesty and trust with its customers. Moreover,
it becomes easy to identify the opportunities of the employees such as the
ability to process specific skills at a fast rate as compared to others.

Therefore, the supervisor is able to assign the employee the job roles and
responsibilities, which match the skill that is processed at a fast rate (Mulvaney,
McKinney & Grodsky 2008, p. 126). In addition, managers have a chance to
recognize the achievement of the employee in execution of their work and
duties. Consequently, workers develop the morale to perform their job roles and
responsibilities at a high level of effectiveness, which results in the
achievement of the organizational goals and objectives.

Limits

            Performance
appraisals have the negative element of creating a negative experience. The
situation develops when they are not executed in the right manner in the
organization. Consequently, employees develop a negative perception on these
structures, which limits their ability to achieve the intended purpose (Jirjahn
& Poutsma 2013, p. 801). There is also the case of having the halo effect
where the supervisors engage in the appraising of a person based on qualities
that are considered to be positive only. Therefore, the traits that are
negative are not taken into consideration during the appraisal method. Hence,
such an appraisal does not contribute to the depiction of the true picture and
nature of the employee. Consequently, there are employees who could be promoted
in the organization when in the real sense they do not deserve such promotions
as compared to others in the same organization. On the same note, there is the
horn effect where there is the consideration of the employee negative qualities
as compared to positive quality.

            The
appraisal process of the organization has the chance of discouraging the staff
members. Thus, the process should be the other that offers positive
reinforcement, encouragement, and celebration of the accomplishments in a given
year (Jirjahn & Poutsma 2013, p. 802). The document provided by the
managers should not contain issues that need corrections, but also things that
are positive for the entire time of the employee. Moreover, the performance
appraisals have the weakness of introducing an element of inconsistent
messaging. When the managers fails to keep clear records and notes of the
behavior of the employee, it becomes complex for such individuals to send
consistent message to the workers (Siaguru 2011, p. 116). Thus, it is paramount
for the managers to ensure that they have a clear record of the activities and
issues related to the performance of the employees so that when it comes the
time of appraisals, they can easily refresh their minds and review employee
appraisal in the shortest time period.

            The
process of conducting performance appraisals results in the waste of the
resources from the organization and it is time consuming. Thus, managers have
to allocate their resources in executing the intended organization objectives,
which does not result in attaining the desired results (Robertson 2013, p. 8).

Further, the time that would be used for production process is utilized in
conducting the performance appraisals. Hence, these actions makes the
organization be prone to the waste of valuable time, which could be utilized in
executing other functions and operations for better performance and revenue
growth (Mulvaney, McKinney & Grodsky 2008, p. 127). The supervisors often
procrastinate the preparation of the performance appraisal documents since they
tend to take a lot of time for the departmental duties.

            The
employees often feel cheated by these performance appraisals. They develop
feelings that the managers often rate them in a biased manner. Such is based on
the aspect of having the employers tying the bonuses and raises of the
employees to the performance ratings (Simmons & Eades 2004, p. 154). The
waiting game results in the loss of money in spite of the retroactive salary
boost. Hence, the appraisals could lead to creating a de-motivating factor for
the effective execution of the functionality of the employees in the
organization.

            Performance
appraisals are conducted by human beings. Thus, they are vulnerable to rater
biases and errors (Sudarsan 2009, p. 54). These issues lead to the reduction of
the credibility and reliability level of these systems as a means of assessing
the performance level of an organization. Furthermore, they create a stressful
environment for all the involved persons since these individuals have to
sacrifice their resources and time so that they can participate in the entire
process of performance appraisal.    

            There
are also cases of avoidance to engage in the performance appraisal process. Therefore,
the gathered information from this procedure is characterized of an element of
inconsistencies (Siaguru 2011, p. 117). A lot of paper work is also used, which
creates an element of bureaucracy on how the appraisal process is run in the
organization. In addition, the process could be termed as a disillusionment
since there instances where there is no follow-up from the involved parties.

            Central
tendency also develops in the organization during the appraisal process of the
employee. Thus, the superior obtains an appropriate appraisal by offering the
central values. The talented employees are denied the opportunity of obtaining
promotions while those that do not deserve promotion could easily be promoted (Sudarsan
2009, p. 55). Moreover, there are some bosses that are lenient in employees
grading while others are very strict. Individuals that deserve promotions tend
to lose the chance of because of the managers that are strict while others get
the opportunity because of the lenient supervisors.

            Performance
appraisals results in creation of an interaction section between the bosses and
their employees. Therefore, there are managers who fear that if they give
negative appraisals they could indeed end up spoiling their relationships,
which they have established with the subordinates (Brown, & Heywood, 2005,
p. 660). Hence, when the employee is appraised, the situation could results in
giving higher grades than expected. The injustice results in destruction of
good relationship, which could be established with employees that deserve in
the organization. The use of different techniques in the appraisal process has
the impact of destroying the good will that exists between the seniors and the
juniors in the organization. Further, the variety on the techniques that are
adopted complicates the process of comparing employees successfully.

            Culture
significantly influences the appraisal system that is adopted in the
organization (Brown, & Heywood, 2005, p. 659). As such, the approach that
the managers adopt to appraise the employees should be in line with the
established cultural values of the firm. The system that is based on the
openness and participation of employees acts as a major starter of the culture
of the organization, which is non-participative and authoritarian with regard
to the policies of the employees. The failure of the organization occurs
because of the differences in culture, which should be looked at throughout.

Conclusion

            In
conclusion, performance appraisals are effective when the organization
conducting them has a purpose and goal. Hence, the obtained feedback helps in
strategic planning and aligning the business goals of the organization.

However, for the cases where the firm conducts the appraisal system just for
the sake, the situation results in the waste of time. 

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