The managerial perspective: Efective performance appraisal requires managers to measure and improve performance. If performance is to be improved, the manager needs to have a good understanding of the cause for a performance problem.(If the cause of a performance problem is not correctly diagnosed, the mistake can lead to a worker with reduced motivation and commitment.
Effective performance appraisal requires managers to measure and improve performance.If performance is to be improved, the managers needs to have a good understanding of the cause for a performance problem
What is performance appraisal:
- Identification: Means determining what areas of work the manager should be examining when measuring performance.
- Measurument: The centerprise of the appraisal system entails making managerial judgement of how good or bad employee performance was.
- Management: Is the overriding goal of any appraisal system. Appraisal should be more than a past-oriented activity that cryticized or praises workers for their performance in the preciding year.
The use of performance appraisal:
Organizations usually conduct appraisal for administrative or development purposes.Performance appraisal are used to administrative whenever they are the basis for a decision about the employees work conditions, including promotions, termination and rewards, developmant uses of appraisal.
Performance appraisal offers great potential for a variety of uses ranging from operational to strategic purpose. Performance appraisal can be the key to developing employees and improving their performance.
Identifying performance dimension:
The first step in the performance appraisal process is identyfing what is to be measured.
Measuring performance :
To measure employee performance, managers can asign numbers or a label such as excellent, good, average or poor. It is often difficult to quantify performance dimensions like creativity.
Organizational politics :
The goal of appraisal from a racional perspective utilty. The value of performance is relative to the political context and the supervisors goals.
The rational approach see supervisors and workers largely as a passive agents in the rating process: Supervisor simply notice and evaluate workers performance.
From a rational perspective the focus of appraisal is measurement. Supervisors are flesh and blood instrument who must be carefully trained to measured performance meaningfully.
Individual or group focus:
If the organization has a team structure, managers need to consider team performance appraisal at two levels.
The individual contribution measures could be developed with the imput of team members, a good starting point is the set of competencies for individual contribution to team performance identified in recent research.
Managing performance :
The effective management of human performance in organizations requires more than formal reporting and annueal rating .
Performance improvement:
Because formal appraisal interviews typically are conducted only once a year they may not always have substantial and lasting impact on workers performance, much more important that the annual interview is informal day to day performance management.
- Explore the causes of performance problem
- Develop an action plan and empower workers to reach a solution
- Direct communication at performance and provide effective feedback
Identifyng the causes of performance problems:
Performance can be the result of many factors, some of which are beyond the quite challenging. It is important that managers determine the causes of performance deficiency accurately, for three reasons:
- Determination of causes can influence how performance is evaluated
- Casual determination can be an unspoken and underlying source of conflict between supervisor and their workers
- The cause affects the type of remedy selected
Situational factors:
- Poor cordination of work activities among workers
- Inadequate information or instructor needed to perform a job
- Low-qulity materials
- lack of neccesary equipment
- Inability to obtain raw materials
- Inadeqaute financial resources
- Poor supervison
- Inadequate training
- Insufficient time to produce the quantity or quality of work required.
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