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The idea of performance appraisal is good or bad?
I work for an INGO in the administrative sector and following uk business degree progrm hoping to bcome a promising manager. I want to know about performance appraisal, is performanse appraisal good or bad idea? some say its good but doesnt work. what steps to be taken if performance appraisal to work?thanx in advance
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4 Answers
Perfomance appraisals are a key tool in managing ones workforce if the appriasal system is managed from an objective v. subjective perspective.Performance appraisals encompasses everything managers and supervisors do to plan, monitor, evaluate, and improve the performance of those they supervise. While performance management programs vary according to organizational needs and culture, the most successful programs include the stages outlined below.
1. Planning: Clarifying expectations and standards, setting goals, and creating development plans.
2. Monitoring: Observing and documenting performance, tracking progress toward goals, and monitoring implementation of development plans.
3. Providing feedback and coaching: Giving regular performance feedback, involving employees in solving performance problems, and helping employees develop new competencies or strengthen existing ones.
4. Appraising performance: Reviewing performance-related documentation, obtaining feedback from the employee and others, evaluating the employee's performance over the review period, and creating a written appraisal of performance competencies and goals.
5.Holding the review discussion: Meeting with the employee to discuss performance and the performance review document, and planning for the next review period by working together to create development plans and set goals.
The idea is good; it's the application that is often poorly executed.
There needs to be a clear understanding of the purpose of appraisal, so often it's considered to be just another aspect of management that gets done when (or if) the busy manager has time.
For me the purpose is to enable the individual to identify the key areas that they have to adapt (or change) to improve what they do. This must involve consolidated time spent purely on the individual - something which many managers do not provide and which many individuals do not realise the importance of.
To be able to manage and appraise properly, managers and leaders must be managed and appraised properly. You can call this 'leading by example' and for appropriate organisational bedding in then the scene has to be set by the senior person leading the team. Giving the job of champion to a middle manager shows the rest that it's not that important therefore it's more than likely the system will fail.
The top 'person' should adopt the appraisal view that 'resistance is futile!'
Regards.
Pete Mackechnie
This is an old debate that continues to rage. I had written a blog post almost a year ago, "Are performance reviews useful?" while commenting on a WSJ article called "Get Rid of the Performance Review!"
In the article, Culbert says: "It destroys morale, kills teamwork and hurts the bottom line. And that’s just for starters.”
My conclusion was: "If you recall, Deming claimed performance reviews to be one of the 7 deadly diseases. My two cents is that it is counterproductive and the concept of curve fitting particularly leaves a bad taste in the mouth."
WSJ: http://online.wsj.com/article/SB122426318874844933.html
Blog entry: http://sayeed.greytipblog.com/2008/10/are-performance-reviews-useful/
We use the PA as a means to evaluate expectations on both sides. It shows how well the staffer fulfilled the expectations we had in the role. However it also goes the other way and shows how well the company met the staffer's expectations - chances for development, career direction, are they still interested in the areas we need done or do they need to move to different portfolios.
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