Perception and Management Performance Appraisal
Performance appraisal is the time of the year when employees in an organization are evaluated on their performance during the last six months or one year in the company. The performance appraisal process is conducted between the employee and the manager for the first round. Then the Manager and the Manger’s manager for the second round. And finally the third round involves upper management and Human Resources. The various rounds that make up the appraisal cycle correspond to the different stages of the process culminating in the final grading of the employee.
The most important part of the appraisal process is the interview between the employee and the manager. The employee is then referred to as the appraise and the person doing the evaluation, the appraiser. The appraiser and appraise prepare themselves for this round by doing a self evaluation (by the appraise) and an objective evaluation (by the appraiser). This is the round in which the most important achievements as well as glaring failures on the part of the appraise are discussed threadbare and usually the employee’s role in the process is limited to this round. (Management Study Guide)
The appraisal process is necessary to assess the employee’s performance within the organization as well as a basis for a salary increase or bonus potential that may be awarded to the employee. Typically, organizations divide the year in which the employee’s performance is evaluated into two cycles, one for deciding the salary hike and the other for deciding how much bonus he or she gets for the cycle. In this way, organizations ensure that there is no overlap in grading the employee and a fair and balanced evaluation is the desired outcome though this does not always happen in reality. (Management Study Guide)
Because an organization’s performance appraisal system can play a key role in determining the type and value of an organization’s culture, it is important for a firm to be able to determine what and how their performance appraisal system is influencing the culture in the organization. According to Anderson’s (2002) research, organizations generally use performance appraisal for two broad purposes. First performance appraisals are used in administrative decisions such as promotions, salary allocations, and assignments. And second, performance appraisals are used as a tool for employee development processes such as offering feedback, critiquing performance, and setting goals for improvement. With these broad purposes organizations establish their own often unique performance appraisal systems to evaluate and develop their employees.
Oftentimes it is difficult for organizations to evaluate whether their performance appraisal system is accomplishing their desired outcomes. The purpose of the performance appraisal system is made by those in the organization who establish the performance appraisal system itself. there is generally some type of evaluation portion of the performance appraisal that allows for the results to discriminate between employees for the purpose of evaluation and reward distribution. There is also a portion of the performance appraisal intended on helping the employee develop him or herself. The mix of development and evaluation as well as the areas that are being evaluated and developed is completely dependent on the intent of the performance appraisal process as established by the individuals who establish and administer the performance appraisal system. (Anderson)
It is clear that in order to get the desired results the organization must develop, evaluate and reward the desired behaviors. In determining the dependent variable in performance appraisal research, it is important to view the performance appraisal system through the intentions of those who established and administer the performance appraisal system. Therefore, in establishing the dependent variable in a study of performance appraisal system effectiveness, the dependent variable should be the desired outcome of the performance appraisal process. The dependent variable should be unique to each performance appraisal system. Examples of dependent variables include: organizational/employee goal alignment, employee motivation, performance assessment, rewarding top performers, and developing employees in stated areas. (Anderson)
Through the performance appraisal process, employees learn which behaviors, skills, attitudes, beliefs and values are rewarded. Employees are not passive receptors of the feedback coming from these subordinate-supervisor interactions. They act as processing agents who have the ability to exert some control over how information is interpreted, their feelings about themselves, and their contributions to the organization, their relationship with their supervisors and co-workers, and their behaviors. When employees talk about or reflect on their individual and collective identities at the work place, they are creating meanings and providing information necessary to make choices and understand given realities within the concept of performance appraisal. (Ochoga)
References:
Anderson, Jonathan R. Measuring Human Capital: Performance Appraisal Effectiveness. University of Kentucky. 2 October, 2002.
Ochoga, Agbenu Esther. Perception of Fairness: Interpersonal Communication and Performance Appraisal In the Work Place. Bowie State University. May 2007. Retrieved 22 June, 2011 from http://waldenu.academia.edu/AgbenuEstherochoga/Papers/185667/Perception_of_Fairness_Interpersonal_Communication_and_Performance_Appraisal_In_the_Work_Place
Performance Appraisal Interview. Management Study Guide. Retrieved 22 June, 2011 from http://www.managementstudyguide.com/performance-appraisal-interview.htm
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