Authors :
Joshua Wright
Volume/Issue :
Volume 7 - 2022, Issue 6 - June
Google Scholar :
https://bit.ly/3IIfn9N
Scribd :
https://bit.ly/3R8vS46
DOI :
https://doi.org/10.5281/zenodo.6791640
Abstract :
Performance appraisal consist of measuring
staff member(s) current and preceding performance set
against their performance goals established (Dessler,
2014). An organization will only achieve its strategic
objective by aligning human resource strategy with
business strategy. The human resource management
strategy is the pivotal strategy that will augment the
aforementioned and that will only happen with effective
performance management and appraisal. Supervisors
should set out an operative performance that will
influence performance standards for their employees. To
avoid biases by managers different types of appraisal
have been designed such as Self-Rating, Rating
Committees, Peer Appraisal, Appraisal by Subordinates,
360-Degree Feedback, Crowd Appraisal, etc. to appraise
staff members. These different types of appraisal methods
have their advantages and disadvantages that
management usually takes advantage of to avoid the
biases mentioned above. An exit meeting should be
conducted after performance appraisals have been
conducted between supervisors and subordinates to draw
up strategies and road maps to address deficiencies from
the result of the appraisal undertaken. Information about
such meetings should be given to the subordinates by the
supervisor so that the former will review their work and
prepare for the meeting. There are potential appraisal
problems such as Lack of fairness and ineffectiveness of
supervision, clarification of standards, the supervisor
should avoid being in the middle when rating appraisal,
etc. A Performance Management Program should be
installed after the current performance appraisal system
would have been reviewed and there are deficiencies to
the effect. All of these mentioned above are geared
towards enhancing not only the career pathing and
development of staff members but to aid organizational
goals.
Performance appraisal consist of measuring
staff member(s) current and preceding performance set
against their performance goals established (Dessler,
2014). An organization will only achieve its strategic
objective by aligning human resource strategy with
business strategy. The human resource management
strategy is the pivotal strategy that will augment the
aforementioned and that will only happen with effective
performance management and appraisal. Supervisors
should set out an operative performance that will
influence performance standards for their employees. To
avoid biases by managers different types of appraisal
have been designed such as Self-Rating, Rating
Committees, Peer Appraisal, Appraisal by Subordinates,
360-Degree Feedback, Crowd Appraisal, etc. to appraise
staff members. These different types of appraisal methods
have their advantages and disadvantages that
management usually takes advantage of to avoid the
biases mentioned above. An exit meeting should be
conducted after performance appraisals have been
conducted between supervisors and subordinates to draw
up strategies and road maps to address deficiencies from
the result of the appraisal undertaken. Information about
such meetings should be given to the subordinates by the
supervisor so that the former will review their work and
prepare for the meeting. There are potential appraisal
problems such as Lack of fairness and ineffectiveness of
supervision, clarification of standards, the supervisor
should avoid being in the middle when rating appraisal,
etc. A Performance Management Program should be
installed after the current performance appraisal system
would have been reviewed and there are deficiencies to
the effect. All of these mentioned above are geared
towards enhancing not only the career pathing and
development of staff members but to aid organizational
goals.
