Systems Individual and Team Appraisal Systems and

¶ … Systems Individual and Team Appraisal Systems and Converting Individual Appraisal to Team Appraisal System Different appraisal systems Appraisal, according to many scholars and dictionaries would be the professional assessment of a person, or something in order to properly estimate its quality and value.

This is better defined by the oxford dictionary which attributes an appraisal to "a formal assessment, typically in an interview, of the performance of an employee over a particular period." Therefore it is important for an organization to carry out appraisals on its employees either as a team or as an individual and its systems to find out more on their value input to the organization. Generally an organizational structure works in two ways either as a team or as an individual.

Therefore performance appraisals will usually be carried out on the two systems during a specific period. Terrence, M. And Joyce, M.

(2004) in their presentation of performance appraisals gave several aims of performance appraisal stating that a n appraisal is carried out to investigate on areas where a specific job category should be scraped or strengthened they further argued the task was aimed at "serving as an employee development and coaching tool." While at the same time they go further to suggest that it gives the appraisers an overview of the employee's preparedness for promotion and why they should be paid higher salaries (Terrence & Joyce,. 2004 p. 1).

The process is quite along one and basically takes up most of the management's time. There are many different types of appraisal systems but essentially this paper will be focused on only two types of staff performance appraisal systems the first one being individual appraisal and the other, the team appraisal system.

These systems have their own differences but they also have their similarities which are to give feedback to both the employer and the employee on their performance, while at the same time providing adequate communication between them in order to grant an open space for the proper development of the organization as a whole. The individual appraisal system is a more conventional method of carrying out appraisals on its employees. Basically, its main focus is directed on the individual employee even though one may be in a team setting.

Teamwork efforts will not be recognizing any work done as a team therefore making it very difficult to determine the final outcome of an individual in the team. In 1993, the interagency advisory group committee on performance management and recognition documented several criteria on which appraisals were carried out just to mention a few.

They gave measures such as "resource inputs, work or activity level, internal measures of quality of products or services & #8230;.external customer satisfaction timeliness of products or services and efficiency measures." This suggests that the measures are designed to toughen the performance and efficiency of the entity. Although they have got disadvantages the appraisal of the individual may see a quicker means of changing the organizational structure and therefore minimizing the number of changes to be made.

The agency further states that the system is highly advantageous in that it is quite workable having been tested for quite a long period of time. It has its disadvantages though, first will be the issue of handling the employees confidence whereby, in the likely event that it is low, the appraisal technique would not be that effective. Also in the committees report they added that "the approach may cause competition among individuals" pp25 which is very true indeed.

However in the midst of all that, the appraisal system may prove to be complicated in the evaluation of individual work in a group work setting. This however contrasts with the team appraisal system whereby the team effort is recognized following the notion that the individual relied on the other team members for completion of a specific task hence recognizing the contribution and not the individual.

There has to be an aspect of "managing people resources" as reported by Charles Margerison, Dick McCann and Rod Davies in their team performance management an international journal (1995). They further device Margerison McCann types of work wheel whereby each function is related to the other and they are all linked at the center. They go ahead to describe the team performance index whereby it is defined as "a measure developed to provide a structured way of measuring the performance of the team." (Charles Et al. 1995).

They suggest that the measure accounts for every other member's complimentarity and the perfect balancing of the strength and weaknesses to work as a single body. The team members carry out such specific functions as advising, innovating new ideas, promoting, developing, organizing, producing, inspecting, and maintaining. These functions when interlinked bring about one single strong unit (p. 14). An individual appraisal system can easily.