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Job Performance Appraisals
There are three basic ways to appraise an employee's job performance: traits, behavior and results. Each of these ways has both advantages and disadvantages. Using an employee's traits to evaluate and appraise job performance can be beneficial because it allows the employer to see how well the person fits the position. Traits, which are qualities such as personality, communication style and background, are factors which cannot be created or faked. In many cases, certain traits are more suitable to a position and an employee showing these traits will demonstrate better performance. The disadvantage to evaluating based on traits is that the employee has no control over these factors and so should not be blamed for having traits that do not match the position. Also, appraising job performance based on traits can lead to illegal discrimination if traits such as gender, race and age are considered.
Basing a performance appraisal on behavior is a good way to see exactly how an employee's actions impact his or her job performance. Behavior can be quantifiable and is witnessed by more than one person, ensuring that a fair evaluation of the behavior is possible. On the other hand, perceptions of employees' behavior can be subjective, and the employee's intentions may not be the same as what was perceived by others. Being judged on such a subjective basis could lead to unfair and inaccurate appraisals.
Results are very effective in helping employers evaluate their employees. Results are measurable criteria decided upon beforehand, and they can be clear demonstrations of how well an employee is doing in his or her job. However, it is rare that a single employee is responsible for meeting, or not meeting, an organization's goals. Results are usually the product of many factors, so a single employee whose appraisal is based on results could end up taking the fall for the mistakes of others.
Performance Appraisals Jeffrey Spence's 2011 article "Conscious rating distortion in performance appraisal: a review, commentary, and proposal framework for research" discusses the relationship between managers and employees and how managers use conscious rating distortion as a means to evaluate individuals that they are in charge of. Performance appraisal is one of the principal topics that the paper relates to as the writer tests several theories with the purpose of determining the
Performance Appraisal Causes of Performance Appraisal Steps Leading to Performance Appraisal Performance Appraisal Data Analysis and Interpretation This research paper aims to conduct a study regarding the effectiveness of performance appraisals and the issues accompanying performance appraisals. PERFORMANCE APPRAISAL Performance appraisal" is a term used for evaluating performance of employees in an organization. The purpose behind performance appraisal is firstly, to rate an employee's performance on the job. Secondly, these appraisals are conducted to determine whether employees
Performance Appraisals Describe two different performance appraisal methods. There are many types of performance appraisal method. Some of them are job results/outcome; essay method; ranking; forced distribution; graphic rating scale; behavioral checklist; behavioral anchored rating scales (BARS); and management by objectives. Two other performance appraisal methods are the following: The manager can document performance objectives and process in a journal. This can be one way for evaluation and appraisal of performance Supporters of this approach
Performance Appraisals This analysis will provide an overview of the 360-degree performance appraisal. A 360-degree feedback system is also known by a number of other names such as a multi-rater feedback, multisource feedback, or multisource assessment. This model of a performance appraisal involves gathering performance feedback form a number of different sources including supervisors, employees, customers, and peers to name a few. However, this model is flexible and virtually anyone who
Performance Appraisals The use of the four basic types of appraisal forms is important to ensuring that each form serves a purpose that is useful for specific job types. By using a management/supervisory form, employers can focus on the duties of managers and supervisors in the performance appraisals. Managers are not only responsible for their own work but for the work of their subordinates, so they have special situations that need
Performance Appraisal At my last organization, the performance appraisal process was driven primarily by the need of the organization to align my performance with the strategic objectives of the organization. Chandra (2004) does not note this as a major reason for conducting performance appraisals, yet it is quite common in the business world. Health care organizations are, in this country, businesses. They will all have strategic missions, and within those missions