Purpose of a performance appraisal
- 1. Purpose of a performance appraisal In this file, you can ref useful information about purpose of a performance appraisal such as purpose of a performance appraisal methods, purpose of a performance appraisal tips, purpose of a performance appraisal forms, purpose of a performance appraisal phrases … If you need more assistant for purpose of a performance appraisal, please leave your comment at the end of file. Other useful material for you: • performanceappraisal123.com/1125-free-performance-review-phrases • performanceappraisal123.com/free-28-performance-appraisal-forms • performanceappraisal123.com/free-ebook-11-methods-for-performance-appraisal I. Contents of getting purpose of a performance appraisal ================== Except for the anticipation of a potential salary increase, many employees suffer anxiety, apprehension, and sometimes fear as their performance appraisal date approaches. While there are certainly under-achievers who may have some solid reasons for experiencing this apprehension, most employees need not be concerned. Much of this unwarranted anxiety stems from common misunderstandings about performance reviews. Here are some unwarranted causes of performance appraisal apprehension. Managers and supervisors love writing and delivering performance appraisals. You may not be aware that they dislike writing and discussing performance reviews as much as you do. Surprised? This is interesting on two levels. If you took your own survey of managers, supervisors, and human resource (HR) people, all would expound on the importance and necessity of formal performance appraisals. But, if you dig a bit deeper, you’d often find a second level of feelings. If your participants are honest, they’ll tell you they aren’t thrilled with doing appraisals, will find any number of reasons to delay their writing, and often spend much time deflecting the reminders from HR that performance reviews are due. Managers and supervisors are very comfortable writing performance appraisals. The truth is that the writers of performance reviews are more uncomfortable writing and delivering these appraisals than you are receiving them. Specifically stating areas of high and low performance is not an assignment that managers welcome. Many are embarrassed to discuss the high performance specifics and dread discussing the areas that need
- 2. improvement. Managers realize the need for the discussion, but are rarely comfortable having it. Because the real reasons and purposes for performance appraisals are often misunderstood by managers, the performance appraisal meeting can put the participants on “opposite sides of the table”. This can obviously create a win-lose or defensive situation where one need not exist. This particular misunderstanding can often be the most damaging for both parties. You and your manager should not be forced into an adversarial position, but it often happens at performance appraisal time because of this misunderstanding of the goal and purpose of the review. These common misunderstandings of the nature and purpose of performance appraisals create unnecessary stress, apprehension, and sometimes confrontation where none should exist. Performance appraisals were never meant to be anything but positive, even with the areas needing improvement factor. For reasons that have become forgotten ,or at least clouded, they have become a source of stress and anxiety for both employee and supervisor. The true purpose of performance reviews is actually a non-threatening and useful exercise. If you and your manager can rekindle this purpose, you both will enjoy a better workplace experience and more beneficial career path. The Primary Purpose of Performance Appraisals The primary purpose of performance appraisals has always been and remains to help improve performance in the future. All of the other issues are really unimportant. Yet it’s the other issues that tend to obscure the primary purpose and cause the many unintended consequences for you and your supervisor. The focus should never be on those things the employee has done “wrong” in the past year. First, that is a subject for a history course. Past actions, events, and results are – well, simply the past. They can’t be changed even if you or your manager wanted to change them. If you can both stay on track and on purpose, the performance appraisal process will help both you and your manager. While you cannot control the actions or opinions of your supervisor, you can understand the primary purpose of a performance appraisal. Your responses and reactions to the contents can help your workplace enjoyment and promotion possibilities. Whether your performance review is stellar or more modest, your reaction to it can determine future events. Understanding the primary goal of a performance appraisal, improved performance in the future, should help you be more comfortable with the process. Assuming
- 3. your supervisor was honest and straightforward with his/her comments, you can use this information to improve your image and performance. Having some empathy for the discomfort of your manager presenting your appraisal should also help you relax and take a more positive position regarding the pluses and minuses in your annual review. If you and your supervisor can stay on the same page with the real purpose of the performance appraisal, the meeting will be more akin to a coach and player discussion than an adversarial encounter. Hopefully, this atmosphere will lead to a stronger bond between you and your manager while opening the door for even better performance and promotion opportunities in the future. Try to avoid being apprehensive or confrontational, even if your supervisor may have some shortcomings regarding the real purpose of the performance review. Your understanding and knowledge of the primary purpose of the appraisal may help keep the meeting on track and lead to future performance and promotion chances. ================== III. Performance appraisal methods 1.Ranking Method The ranking system requires the rater to rank his subordinates on overall performance. This consists in simply putting a man in a rank order. Under this method, the ranking of an employee in a work group is done against that of another employee. The relative position of each employee is tested in terms of his numerical rank. It may also be done by ranking a person on his job performance against another member of the competitive group. Advantages of Ranking Method i. Employees are ranked according to their performance levels. ii. It is easier to rank the best and the worst employee. Limitations of Ranking Method i. The “whole man” is compared with another “whole man” in this method. In practice, it is very difficult to compare individuals possessing various individual traits. ii. This method speaks only of the position where an employee stands in his group. It does not test anything about how much better or how much worse an employee is when compared to another employee.
- 4. iii. When a large number of employees are working, ranking of individuals become a difficult issue. iv. There is no systematic procedure for ranking individuals in the organization. The ranking system does not eliminate the possibility of snap judgements. 2. Rating Scale Rating scales consists of several numerical scales representing job related performance criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total numerical scores are computed and final conclusions are derived. Advantages – Adaptability, easy to use, low cost, every type of job can be evaluated, large number of employees covered, no formal training required. Disadvantages – Rater’s biases 3. Checklist method Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the rater only does the reporting or checking and HR department does the actual evaluation. Advantages – economy, ease of administration, limited training required, standardization. Disadvantages – Raters biases, use of improper weighs by HR, does not allow rater to give relative ratings 4. Critical Incidents Method
- 5. The approach is focused on certain critical behaviors of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. Advantages – Evaluations are based on actual job behaviors, ratings are supported by descriptions, feedback is easy, reduces recency biases, chances of subordinate improvement are high. Disadvantages – Negative incidents can be prioritized, forgetting incidents, overly close supervision; feedback may be too much and may appear to be punishment. 5. Essay Method In this method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, promoteability of employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee. Advantage – It is extremely useful in filing information gaps about the employees that often occur in a better-structured checklist. Disadvantages – It its highly dependent upon the writing skills of rater and most of them are not good writers. They may get confused success depends on the memory power of raters. 6. Behaviorally Anchored Rating Scales statements of effective and ineffective behaviors determine the points. They are said to be behaviorally anchored. The rater is supposed to say, which behavior describes the employee performance. Advantages – helps overcome rating errors. Disadvantages – Suffers from distortions inherent in most rating techniques.
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