Performance Appraisal

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The technique of Performance Appraisal has been widely adopted in many organizations to measure and evaluate the performance of their employees across all job categories.

Performance Appraisal is one of most important Human Resource practices and it is one of the most heavily researched topics (Fletcher 2001). According to Fletcher, the Performance Appraisal must be viewed as a mechanism for developing and motivating people in an organisation.

Performance Appraisal usually involves evaluating performance based on the judgements and opinions of subordinates, peers, supervisors, other managers and even workers themselves (Jackson and Schuler 2003). Generally an appraisal, performance review or a career development discussion is a method by which the job performance of an employee is evaluated in terms of quality, quantity, cost & time. The method of performance appraisals and regular reviews of employee performance within an organisations is being widely adopted. As a process, performance appraisal is seen as a key contributor to successful human resource management, as it is strongly related to organisational performance (Erdogan 2002).

Figure 01

With Performance Appraisals in groups, the group is known to push each member to perform at his or her highest level and thus members may be heavily motivated to participate in Performance Appraisals. Research has shown that the Performance Appraisal must have a positive purpose and employees must be participants in the Performance Appraisal if they are to improve their job performance (Vasset et al 2012).

As mention by Kuvaas (2006) Researchers acknowledge that there are a number of problems connected to Performance Appraisal. The reasons include poor design, lack of attention to the organisation culture and unwillingness to confront issues of poor performance as well as time pressure.

In the last decade, researchers have moved away from a narrow focus on feedback and evaluation from manager towards the more developmental and motivational aspects of Performance Appraisal (Fletcher 2001). “Feedback” is often seen as recognition for good performance and can increase inner motivation because it may reinforce the employees on competence and self-esteem.

Organisations are increasingly convinced and therefore wish to invest ample time and innovation in undertaking the design and exercise with care and transparency of performance appraisal, in order to minimize the element of conflict and prejudice likely to influence the conduct of this activity with objectivity.

References:

Erdogan, B (2002) Antecedents and consequences of justice perceptions in performance appraisals. Human Resource Management Review.
Fletcher, C (2001) Performance Appraisal and Management: The Developing Research Agenda. Journal of Occupational and Organizational Psychology, Sage Publications, Thousand Oaks.
Jackson, S E and Schuler, R S (2003) Managing Human Resources through strategic partnerships (8th ed.) Mason, Ohio: Thomson – Southwestern
Kuvaas, B (2006) Different Relationships between Perceptions of Developmental Performance Appraisal and Work Performance, Personnel Review
Vasset, F Mamburg, E and Furunes, T (2012) Dyadic Relationships and Exchange in Performance Appraisal, Vard I Norden.

Figure 01: https://www.slideshare.net/mohamadsharan/performance-appraisal-26783866 accessed on 2018-06-19  4:16AM

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