Issues of Performance Appraisals Essay Example for Free

Issues of Performance Appraisals EssayPerformance appraisal refers to the process, where in, an composition measures the execution of instrument of its employees against the work or productivity standards set by it. For instance, an organization might re plenty employees on the basis of the number of projects completed, goals achieved or sales targets met. Therefore, performance standards of one organization might be diametrical from those of another. This further pinpoints the importance of performance appraisals in truly reflecting and imparti eithery evaluating the performance of employees. A good performance appraisal will motivate employees and point out problematic atomic number 18as. Whereas, a bad performance appraisal will be a waste of resources for any organization. Issues and Solutions Many organizations admit trouble identifying the key atomic number 18as that a performance appraisal has to address. They do not know, what they are trying to accomplish through a performance appraisal or how it will help them in employee evaluation. This can be established using the manakin of 360-degree feedback. Typical mistakes organizations give are rushing into 360-degree appraisals without a clear idea of what they want them to achieve. (McCurry P. (1999). New rake on 360-degree feedback.Director, 53, p. 36) Further much, organizations tend to uptake one particular asshole in isolation, which does not yield veritable results. This should not be put into practice beca engagement one tool whitethorn not satisfy alone the requirements of appraising. Moreover, appraisals need to take into account a comprehensive picture of performance. Using one particular tool can create a pigeon-hole view of what otherwise needed to be a holistic view of performance appraising. Ideally, an organization should know exactly what each tool can deliver, and use a conspiracy of tools to assess polar competencies.Organizations must assess pros and cons of different tools and handpick tools that suit their needs. well-nigh tools that can be apply are graphic rating scale, Behaviorally Anchored Rating Scales, alternation ranking, forced distribution method, critical incident method, management by objectives and 360-degree feedback. (cited in Dessler, 2006). Some organizations might use certain tools of conducting performance appraisals just because they are being followed in the industry. This again produces a serious loop hole in the entire process of conducting performance appraisals. all organization has its own structure, and culture that defines it.Although industry best practices might exist even for performance appraisals, however, the similar tool is not necessarily applicable to all organizations. For instance, Andrew Forrest implies if an organizations culture is characterized by bureaucratic hierarchies, and does not foster communication, then conducting a 360-degree feedback will be pointless in such an organization. (cited in M cCurry P. (1999). New angle on 360-degree feedback. Director, 53, p. 36). Some tools of performance appraising may become obsolete with relevance to an employee or employees because the on job environment of the employee changes.The problem remains that same job dynamics do not hold true for an employee, and so the employee can not be evaluated on former standards. In such a scenario performance appraisers need to consider the exact dynamics of the job of the employee and then essay evaluation. This solution serves the interest of the both the organization and the employee. As mentioned by Candy Albertsson, . An individual may have a different boss or team one year or be doing different work, which can make findings hard to compare. (cited in McCurry P. (1999). New angle on 360-degree feedback.Director, 53, p. 36). One of the around important issues pertaining to performance appraisals is the degree of its objectivity. Employees certainly do not want to be unfairly evaluated beca use that make the rewards or compensations tied to their performance. To ensure objectivity and fairness, Gail Dutton recommends software based performance appraisals. software-based performance-appraisals tend to focus on results and actions rather than personality traits, employees are to a greater extent likely to view them as fair. (Dutton G. (2001). Making reviews more efficient and fair. Workforce,80, p. 76).Other methods of ensuring impartial appraisals are using multiple evaluators for the appraisal process as this increases the probability of attaining more accurate information. This is because if more than one appraiser is used the chances of errors stemming from biasness, halo effect or aboriginal tendency can be reduced. Halo effect, biasness, and central tendencies are inherent problems of the appraising process that are related to the appraiser. Halo effect occurs when the influence of a raters general impression on ratings of particular ratee qualities (cited in G. Dessler, 2006).Biasness comes from the impartiality of the appraiser where the appraiser might hold something against some employee. For example, a supervisor may have a personal dislike of an employee that may affect the appraisal process. Whereas, central tendency is be as a tendency to rate all employees the same way, such as rating them all average. (Dessler, 2006, p. 328). Therefore, using more than one appraiser can truly raise the accuracy of an appraisal. In addition, appraisers should be asked to appraise only those areas in which they have expertise because they will be able to on the dot evaluate the areas they specialize in.Another method to increase accuracy and objectivity of appraisal is to train evaluators. Provided that evaluators are better trained they will have a clear understanding or standards and will make better decisions. (Robbins S. P. , Judge T. A. ,2007, 625). Another issue that stems from the use of software based performance appraisals is that the y can nurse a set of generic questions that are not suited for the jobs that are being evaluated. (Dutton G. (2001). Making reviews more efficient and fair. Workforce,80, p. 76). To overcome this issue organizations need to tailor their software to their performance evaluation needs.In sight to process a fair evaluation, the questions need to be customized to the jobs that are being evaluated. Not only should it be customized to the jobs, but also to the performance standards the job entails. Doing so organizations can address this particular issue effectively. Some organizations might favor software or computer based performance appraisals because it increases efficiency of operation. It should be famed that incorporating software based performance appraisals just for speeding up the appraising process will do no good to the organization.It might help the organization effectively utilize resources, for example, time savings, and less use of paper. Nonetheless, appraisal just for the sake of appraisal should not be the prime concern of any organization. preferably even the software based appraising process should be used to support the true nub of carrying out performance appraisals. To make the appraising process effective organizations should incorporate supportive techniques into their performance evaluations. They should use interviews as well as other tools because in my opinion no tool can step down the importance of face to face communications.Although the software based performance appraising methods are useful, however, a combine approach of using different tools can give more accurate results. The human touch should not be totally eliminated from the appraising process.ReferencesDessler G. (2006). Human Resource Management. Florida Prentice Hall Dutton G. (2001). Making reviews more efficient and fair. Workforce,80, p. 76-81. McCurry P. (1999). New angle on 360-degree feedback. Director, 53, p. 36. Robbins S. P. , Judge T. A. (2007). Organizat ional Behavior. New Jersey Prentice Hall