Performance Appraisal

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Idowu (2017), stated that Performance Assessment Systems should be built in such a way that they foster impressions of fair treatment in comparison to other workers, as well as expectations of the employee. This can greatly contribute to positive attitudes, which have been demonstrated in this study to be a key driver of employee motivation and, as a result, job performance. Kampkktter ( 2014), stated their findings suggest that performance assessments based on monetary consequences are an effective HR management tool that workers appear to like. According to him, appraisals without monetary repercussions, on the other hand, have no effect on work satisfaction and may even have a negative influence on employees who score high on openness to experience. The findings also indicate that extrinsic rewards, like performance assessments, appear to be effective and have no detrimental impact on employee satisfaction ratings.

According to Mathison and Vinja, (2010), Managers despise giving them, and employees despise receiving them - almost universally; the yearly performance review is despised by both the CEO and the lowest-level employee. At best, it is seen as a necessary evil in human resources. However, most people would agree that responsibility and feedback are critical components of the performance equation. According to Idowu (2017), specific features of Performance Appraisal Systems (PAS) that can enhance motivation include tying performance to rewards, utilizing the PAS to help create targets and benchmarks, and using PA to assist identify employees' strengths and shortcomings.

 

Abouzeid (2018), Performance evaluation is a systematic procedure that analyzes an individual employee's productivity in relation to a pre-determined set of objectives. Performance assessments enhance communication between management and their subordinates, which is critical in transmitting management expectations to employees and vice versa. According to Kampkktter(2014), Goal-Setting Theory, the amount of goal achievement is directly connected to employee happiness. According to the author, organizations frequently link goal success to payment schemes such as performance-based pay.

According to Armstrong and Taylor (2014), this static and historical approach to performance management is not what performance management is all about. The true role of performance management is to anticipate what people will need to do to achieve the job's purpose; to meet new challenges; to make even better use of their knowledge, skills, and abilities; to develop their capabilities by establishing a self-managed learning agenda; and to reach agreement on any areas where performance needs to be improved and how that improvement should occur. This method also assists managers in improving their abilities to lead, advise, and develop the individuals and teams for whom they are accountable.


Video 1.0 

Video 1.0 shows the supervisor who arrives at the yearly review time and recognizes he or she has to get started has already failed. An appraisal is a year-long job, and no amount of last-minute work can compensate for the preparation required for a thorough appraisal.

The method should have at least four components: initial goal setting, monitoring and data availability, continual feedback, and yearly evaluation. Because few tasks have clear, complete, objective output metrics that eliminate the need for judgment, the most often utilized assessment systems are of the judging variety.

Reference

Abouzeid, W.A. (2018). The Significance of Performance evaluation and appraisal on employees in an organization. The Scientific Journal of Business and Environmental Studies, 9(1), pp.1–10.

Armstrong, M. and Taylor, S. (2014). Armstrong’s handbook of human resource management practice. 13th ed. Philadelphia, Pa: Kogan Page Ltd.

Idowu, A. (2017). Effectiveness of Performance Appraisal System and its Effect on Employee Motivation. Nile Journal of Business and Economics, 3(5), p.15.

Idowu, A. O. (2017).  Effectiveness of Performance Appraisal System and its Effect on Employee Motivation. Nile Journal of Business and Economics, 5, pp. 15-39.

Kampkktter, P. (2014). Performance Appraisals and Job Satisfaction. The International Journal of Human Resource Management, 28(5), PP. 1-25.

Mathison, D. L. and Vinja, V. N. (2010). The Annual Performance Review as A Positive Source For Employee Motivation? Journal of Business & Economics Research, 8(12).

www.youtube.com. (n.d.). Performance Appraisal Process. [online] Available at: https://youtu.be/cVM7sewARyA?t=8 [Accessed 25 Apr. 2022].

Comments

  1. Theekshana Kariyawasam3 May 2022 at 07:05

    Agreed with the point of Abouzeid (2018) .As per Boice and Kleiner (1997) ,The most typical purpose of a performance appraisal is to inform an employee about how his or her performance compares to the supervisor's expectations and to highlight areas where training or development is needed. Employees have a reasonable interest in knowing how their work is perceived.

    ReplyDelete
    Replies
    1. Don upul14 May 2022 at 12:23

      According to Armstrong and Taylor, (2014)In businesses, it is concerned with fair process and workers' impressions of the fairness with which company procedures such as performance review, promotion, and discipline are carried out.
      Reference
      Armstrong, M. and Taylor, S. (2014). Armstrong’s handbook of human resource management practice. 13th ed. Philadelphia, Pa: Kogan Page Ltd.

      Delete
  2. Pagoda Wijesinghe Arachchige Dona Ruwini Poornima Wijesinghe6 May 2022 at 23:33

    However considering drawbacks of performance appraisals we see, according to Prowse, P. and Prowse, J., (2009) that there is a dilemma with assessing past performance and distribution of rewards based on past performance. Also employees are reluctant to disclose any limitations and concerns with their current performance as this could impact on their merit related reward or promotion opportunities.

    Prowse, P. and Prowse, J., 2009. The dilemma of performance appraisal. Measuring business excellence.

    ReplyDelete
    Replies
    1. Don upul14 May 2022 at 12:27

      According to Armstrong and Taylor, (2014) Employees might have faith in a transparent evaluation procedure, as well as team building and growth. Customer service was always at the forefront of the operation.
      Reference
      Armstrong, M. and Taylor, S. (2014). Armstrong’s handbook of human resource management practice. 13th ed. Philadelphia, Pa: Kogan Page Ltd.

      Delete
  3. Usama Iqbal7 May 2022 at 05:48

    Performance planning and review should focus on performance. Performance appraisal systems that gather data for decisions about remuneration, training, promotion and career development are probably trying to do too much: they might end up doing none of these things very well. Simply changing the name and emphasis will not be enough unless performance planning and review is central to the organisation’s total approach to performance management. Performance planning and review should be part of a total approach to performance management. (Rudman, 1995).

    ReplyDelete
    Replies
    1. Don upul14 May 2022 at 12:28


      According to Armstrong and Taylor, (2014) People will want to work there because their particular requirements are addressed - for a decent job with prospects related to training, assessment, and working with a good supervisor who listens and offers some autonomy while also assisting with coaching and mentoring.
      Reference
      Armstrong, M. and Taylor, S. (2014). Armstrong’s handbook of human resource management practice. 13th ed. Philadelphia, Pa: Kogan Page Ltd.

      Delete
  4. Piyumi Dissanayake7 May 2022 at 12:03

    To make sure that employees are engaged and to enhance their performance, the HRM first need to establish platform for identify employees performance. It should be performance management . As McManus and Mosca (2015) states, it is management's responsibility to gain trust, lead by example in discipline and confidence and be reliable. Seeing these commitments and productivity by the management, the employees will too enhance their performance since they will have to be on par with their superiors.

    ReplyDelete
    Replies
    1. Don upul14 May 2022 at 12:31

      According to Armstrong and Taylor, (2014) Employee performance is a result of both talent and motivation, therefore strategies targeted at improving both make sense.' Thus, there are diverse means for workers to gain necessary skills (such as careful selection and training) as well as multiple incentives to boost motivation (several types of financial and non-financial rewards).
      Reference
      Armstrong, M. and Taylor, S. (2014). Armstrong’s handbook of human resource management practice. 13th ed. Philadelphia, Pa: Kogan Page Ltd.

      Delete
  5. Manuel Pragash9 May 2022 at 22:56

    Adding to your points, 360-degree feedback is a popular performance appraisal technique that involves evaluation input from multiple level within the firm as well as external sources, it relies on the input of an employee’s superior, colleagues and subordinates. This is a beneficial performance appraisal method as it does not depend on a singular point of view rather incorporates multiple perspectives (Aggarwal & Thakur, 2013).

    Aggarwal, A. and Thakur, G.S.M. (2013). Techniques of performance appraisal-a review. International Journal of Engineering and Advanced Technology (IJEAT), 2(3), pp.617-621.

    ReplyDelete
    Replies
    1. Don upul14 May 2022 at 12:33

      According to Armstrong and Taylor, (2014) Locke (1976: 1304) described job satisfaction as "a pleasurable or good emotional state coming from the evaluation of one's employment and job experiences."Employees that are engaged are more likely to be pleased with their work.
      Reference
      Armstrong, M. and Taylor, S. (2014). Armstrong’s handbook of human resource management practice. 13th ed. Philadelphia, Pa: Kogan Page Ltd.

      Delete
  6. Don upul14 May 2022 at 12:25

    According to Armstrong and Taylor, (2014) Human resource techniques such as complex recruiting procedures, performance reviews, mentorship, and job redesign are examples of human resource practices.
    Reference
    Armstrong, M. and Taylor, S. (2014). Armstrong’s handbook of human resource management practice. 13th ed. Philadelphia, Pa: Kogan Page Ltd.

    ReplyDelete

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