Introduction people get a chance to interact

  Introduction            Performanceappraisal depicts an evaluation, which is performed periodically to access thejob performance of an employee (Robertson 2013, p. 2). As such, it can beequated to a report card for the assessment of an employee.

The formal processentails gathering information on the performance of a person in anorganization, which is used for several other activities that include decisionmaking such as re-assignment, pay, training, and promotion among others.             Thehuman resource department uses performance appraisals as means for assessingthe employee knowledge, skills, ability, and the entire job performance. Thus,the appraisals help in the elimination of behavior related to productivityissues and ensuring that there is motivation of employees to have a bettercontribution in the workforce (Giangreco, Carugati, Pilati & Sebastiano2010, p. 155). There are different strategies, which could be adopted byorganizations for implementation depending on basic preferences, but these havetheir independent limitations and advantages to the entire organization. Advantages            Performanceappraisals are vital since they provide an effective documentation of theperformance of an employee for a given period.

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Thus, they help in gettinginsights into the competency and capability level of a worker in executing theassigned duties. The report also assists in the identification of the areas ofneed for training and development of a worker (Giangreco, Carugati, Pilati& Sebastiano 2010, p. 156). Such occurs since there is time that isavailable for the workers to interact with their bosses in the organization.             Theprocess of performance appraisal helps in creating rapport between the managerand the employee. The situation occurs since these two groups of people get achance to interact and talk with one another regarding the performance of aworker (Robertson 2013, p. 3). Consequently, the manager gets the opportunityto offer the employee feedback related to the performance, as well asdiscussion of the goals that needs to be accomplished over time.

Furthermore,the employee use these occasions as means of discussing issues related to thework in the organizations and getting clarifications on expectations from theirjob roles.             Theworkers have the opportunity to use the structure as the platform for thedevelopment of the goals, which they have to achieve in a given period (Mulvaney2017, p. 86). Therefore, they allocate adequate resources towards achievingthese goals at all times while in the organizations. The performance appraisalsystems also act as motivating means for employees who are supported by aneffective compensation system and merit increase in their work environment.             Theperformance appraisals create a chance for documenting the history of theperformance of the employee. Thus, organizations record performances of allindividuals and the documentations should always be put in the file of theemployee. The aim is to ensure that an historical record of the development andperformance of the employee is kept.

The under-performers are also identifiedthrough the conduct of the performance appraisals (Mulvaney 2017, p. 87). Theoutcome is that those who cannot meet the performance requirements areeliminated from the organization. Hence, the system for the performanceappraisal should be highly effective to ensure that there is a chance toidentify individuals who need to be eliminated in the organization. Theseinclude the creation of a smooth transition of the relationship, which should existin the organization.            Performanceappraisals need to be a good celebration of the deeds of the employee.

Therefore, they act as sources of encouragement and motivation for the staffmembers. Hence, there should be no surprises when it becomes impossible toaddress the issues as they emerge and conducting the annual reviews (Stathakopoulos1997, 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 helpin correcting the undesired behavior, which could be evident from the conductof duties of the employee in the organization.             Employeegrowth is enhanced through the conduct of the performance appraisal. Workerswho are motivated value development, plan, and structure for growth. Hence, aneffective performance appraisal system creates an opportunity for the employeeto have a chance of reaching their full potential while working in theorganization.

Consequently, a positive experience is created between themanager and the employee (Stathakopoulos 1997, p. 136). Good managers arealways proud when they see that employees are developing professionally andhave a continuous growth in their work environment. Organizations have a goodglobal look on the existing performance management system where their goals aretied to the performance management processes and strategic initiatives.             Thesystem of performance evaluation helps in strengthening the self-development ofthe employees. Hence, the workers become more responsible in their workenvironment.

The outcome of this is that the individual level performance of anemployee improves significantly (Simmons & Eades 2004, p. 153). The staffsthat are honest contribute to enhancing organizational culture and ensure thatthe 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 theability to process specific skills at a fast rate as compared to others.Therefore, the supervisor is able to assign the employee the job roles andresponsibilities, which match the skill that is processed at a fast rate (Mulvaney,McKinney & Grodsky 2008, p. 126).

In addition, managers have a chance torecognize the achievement of the employee in execution of their work andduties. Consequently, workers develop the morale to perform their job roles andresponsibilities at a high level of effectiveness, which results in theachievement of the organizational goals and objectives. Limits             Performanceappraisals have the negative element of creating a negative experience. Thesituation develops when they are not executed in the right manner in theorganization. Consequently, employees develop a negative perception on thesestructures, which limits their ability to achieve the intended purpose (Jirjahn& Poutsma 2013, p. 801).

There is also the case of having the halo effectwhere the supervisors engage in the appraising of a person based on qualitiesthat are considered to be positive only. Therefore, the traits that arenegative are not taken into consideration during the appraisal method. Hence,such an appraisal does not contribute to the depiction of the true picture andnature of the employee. Consequently, there are employees who could be promotedin the organization when in the real sense they do not deserve such promotionsas compared to others in the same organization.

On the same note, there is thehorn effect where there is the consideration of the employee negative qualitiesas compared to positive quality.             Theappraisal process of the organization has the chance of discouraging the staffmembers. Thus, the process should be the other that offers positivereinforcement, encouragement, and celebration of the accomplishments in a givenyear (Jirjahn & Poutsma 2013, p. 802). The document provided by themanagers should not contain issues that need corrections, but also things thatare positive for the entire time of the employee. Moreover, the performanceappraisals have the weakness of introducing an element of inconsistentmessaging. When the managers fails to keep clear records and notes of thebehavior of the employee, it becomes complex for such individuals to sendconsistent message to the workers (Siaguru 2011, p.

116). Thus, it is paramountfor the managers to ensure that they have a clear record of the activities andissues related to the performance of the employees so that when it comes thetime of appraisals, they can easily refresh their minds and review employeeappraisal in the shortest time period.             Theprocess of conducting performance appraisals results in the waste of theresources from the organization and it is time consuming. Thus, managers haveto 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 inconducting the performance appraisals. Hence, these actions makes theorganization be prone to the waste of valuable time, which could be utilized inexecuting other functions and operations for better performance and revenuegrowth (Mulvaney, McKinney & Grodsky 2008, p. 127). The supervisors oftenprocrastinate the preparation of the performance appraisal documents since theytend to take a lot of time for the departmental duties.             Theemployees often feel cheated by these performance appraisals. They developfeelings that the managers often rate them in a biased manner.

Such is based onthe aspect of having the employers tying the bonuses and raises of theemployees to the performance ratings (Simmons & Eades 2004, p. 154). Thewaiting game results in the loss of money in spite of the retroactive salaryboost. Hence, the appraisals could lead to creating a de-motivating factor forthe effective execution of the functionality of the employees in theorganization.

            Performanceappraisals are conducted by human beings. Thus, they are vulnerable to raterbiases and errors (Sudarsan 2009, p. 54). These issues lead to the reduction ofthe credibility and reliability level of these systems as a means of assessingthe performance level of an organization.

Furthermore, they create a stressfulenvironment for all the involved persons since these individuals have tosacrifice their resources and time so that they can participate in the entireprocess of performance appraisal.                 Thereare also cases of avoidance to engage in the performance appraisal process. Therefore,the gathered information from this procedure is characterized of an element ofinconsistencies (Siaguru 2011, p. 117). A lot of paper work is also used, whichcreates an element of bureaucracy on how the appraisal process is run in theorganization. In addition, the process could be termed as a disillusionmentsince there instances where there is no follow-up from the involved parties.

            Centraltendency also develops in the organization during the appraisal process of theemployee. Thus, the superior obtains an appropriate appraisal by offering thecentral values. The talented employees are denied the opportunity of obtainingpromotions while those that do not deserve promotion could easily be promoted (Sudarsan2009, p. 55).

Moreover, there are some bosses that are lenient in employeesgrading while others are very strict. Individuals that deserve promotions tendto lose the chance of because of the managers that are strict while others getthe opportunity because of the lenient supervisors.             Performanceappraisals results in creation of an interaction section between the bosses andtheir employees.

Therefore, there are managers who fear that if they givenegative 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 ingiving higher grades than expected. The injustice results in destruction ofgood relationship, which could be established with employees that deserve inthe organization. The use of different techniques in the appraisal process hasthe impact of destroying the good will that exists between the seniors and thejuniors in the organization. Further, the variety on the techniques that areadopted complicates the process of comparing employees successfully.             Culturesignificantly influences the appraisal system that is adopted in theorganization (Brown, & Heywood, 2005, p.

659). As such, the approach thatthe managers adopt to appraise the employees should be in line with theestablished cultural values of the firm. The system that is based on theopenness and participation of employees acts as a major starter of the cultureof the organization, which is non-participative and authoritarian with regardto the policies of the employees. The failure of the organization occursbecause of the differences in culture, which should be looked at throughout. Conclusion             Inconclusion, performance appraisals are effective when the organizationconducting them has a purpose and goal.

Hence, the obtained feedback helps instrategic planning and aligning the business goals of the organization.However, for the cases where the firm conducts the appraisal system just forthe sake, the situation results in the waste of time. 

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