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Human Resources
Performance Appraisal
In your opinion, and from a Human Resource Manager perspective, what are the objectives of employee performance evaluation?
The objectives of an employee performance evaluation should be to honestly evaluate the employee to motivate them and give them areas where they shine, and where they need to improve. It should be an honest appraisal of their work and their work habits. However, as this conversation clearly indicates, that is not always the case. Often politics, personal feelings, and general day-to-day operations creep into the appraisal, creating problems instead of solutions.
As one of the managers notes, some appraisals are completed as a way to get rid of an employee by moving them through the ranks of the company so they do not have to deal with them anymore. Others are a note to the employee that they should be looking for another job, rather than basing their future with the company. Some of the evaluations seem fair and balanced, but many others seem to be over or under stated to create fewer problems for the supervisor, rather than giving an honest appraisal of a person's work and worth to the company. Somehow, while the appraisals are meant to rate employees and indicate their chance for a raise or promotion, they seem to be misused and misunderstood in this company.
The objections of the supervisors should be to rate the employee honestly, to candidly evaluate their work and performance, and let them know where they stand in the company. Taking personal feelings, situations, company politics, and fear of lawsuits into consideration only muddies the process and turns it into something to dread, rather than something to learn and grow from. An employee should be able to look forward to an appraisal without fear or distress; they should be able to look forward to receiving a sincere review of their performance, with suggestions for improvements as a guide for the coming year. It does not seem like that happens in many companies.
Performance reviews, even from the organization's point-of-view, allow the organization to engage in some soul-searching as to what areas of employee performance are valued. They may even help the organization identify star performers that may not shine and glitter, but have made a measurable contribution to the organization by helping it meet its benchmarks. It can be an education and a valuable form of self-scrutiny for the organization as well
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Although this is time-consuming and costly, it generally has high employee involvement and creditability, the strongest impact on behavior and performance and a positive influence on communication and goal sharing. Yet others believe that technology can be used as a tool to eliminate biases (Dutton, 2001). Software-based performance appraisals focus on results and actions rather than personality traits. Thus, they can provide more objective facts that can be used
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