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Performance Appraisals

Performance appraisal is a certain process when workers are assessed due to pre-established standards of an organization. Appraisals are very useful for both employees to understand how they do at work and for employers – to see the weak points in the organizational aspects. Different companies conduct appraisals differently: some prefer quarterly, whereas others – annually or semiannually. Practically all organizations assess their workers within three months after being hired (Performance Appraisal, n.d.).

With the help of the performance appraisal the employer can easily set goals for the employee’s improvement and better work performance. This process also helps to see which candidate is better for the promotion and who has to be laid-off. In such a way, the employer may share his ideas and concerns for certain aspects of the work or discuss the issues which bother him or her.

Some organizations have even developed a bonus system which promotes in different ways those employees whose appraisal results are high enough. On the other hand, the opposite process can reveal the weaker employees who may need additional counseling, training, dismissal, demotion, or salary decrease.

Despite the effectiveness of performance appraisal, a few researchers express doubts of its reliability and validity. In my opinion, these researchers are more conservative in their look on business as performance appraisal really motivates people to do better at work. The opponents of this method claim that such assessments of workers can have a negative impact on their personal sense of worthiness in the company, their belonging, and commitment.

I consider motivation to be the key factor of a good performance at work of any employee. Therefore, it is vital to motivate the workers in a proper way in order to give them the opportunity to show their best capabilities and implement in life their ideas. Moreover, the methods used to motivate the personnel usually define the willingness of the person to remain in the company. Most companies regard appraisals as a crucial component of good employees’ performance (Taking the Sting out of Workplace Evaluations, n.d.).

The first bias to overcome in the performance appraisal is that those employees who are hired by the manager who has conducted the interview get usually higher scores than employees who are hired in a different way. Moreover, the surveys show that those workers who are of the same race or gender with the employer are more inclined to have better scores. In case when it is difficult to appraise objectively jobs (for example, development and research), those workers who have ingratiated themselves with the boss are in more favor.

For managers, it is important to remember that people usually do not like or even fear to be evaluated as most of them have probably had some negative experience in the past (beginning from school). Most people are biased to that point that they think that one short interview can cost them the whole work if they say the wrong word, or the promised promotion or payment increase. Because of such worry (which often comes from the employee’s lack of knowledge of the evaluation system and its benefits when conducted properly or as a result of a not trained appraisal interviewer who cannot even provide a good motivation feedback), they can really make serious mistakes during the appraisal. The main concern of most people is that the appraisers can make some subjective judgments, especially if they are in the bad mood. People dislike being belittled and yelled at (Robb, n.d.).

On the other hand, many employers may also have bad experiences while appraising. This happens when the employer does not know how to make people change when the change at work is needed. These employers do not want to create conflictive situations.

Unfortunately, in many organizations, the performance appraisal is not treated appropriately. Both employers and employees accept this process as a burden and a waste of time because the results of the assessment will not affect anything later on. This is the beg loss for all the owners of companies who allow themselves to do this.

The reason for this can also be the lack of the well-developed appraisal form which can give the most accurate evaluation results and does not take too much time asking inadequate questions (Robb, n.d.).

The other failure observed in many companies takes place when the appraiser is not sure about what the appraisee is supposed to do in his job.

The effective performance appraisal occurs when the workers receive their assessmentm and it clearly says what they have to improve in the future.

If conducted properly, performance appraisals are generally recognized to be one of the most effective tools for enhancement of the workers’ performance and, therefore, the profits of business (Robb, n.d.).

To conclude, I would like to add that the performance assessment must be a positive experience as it is the next major motivational development in the company after the salary of the employee. Good appraisers can always create a feeling that this short interview is just another opportunity for the worker to show himself, to carry out his ideas to the top managers of the company, to be heard out and promoted. Successful appraisal usually helps to improve the whole personality of the employee and not just his working skills (Performance Appraisals, n.d.). It facilitates the disclosure of some hidden talents, strong points, hobbies which can benefit the job, and potential of the worker to the manager giving him or her a better understanding of how to help the employee to apply these abilities to improve the work and realize oneself.

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