Conducting Effective Performance Appraisals

Conducting Effective Performance Appraisals

Performance appraisal is considered a key tool for managerial needs of today’s organizations. Performance appraisal is the process by which organizations evaluate job performance. Usually a performance appraisal system requires a manager to rate each employee’s performance according to performance criteria’s that have already been established over a period of time. Performance appraisal systems also provide a basis for planning improvement as well as means for determining merit increases, transfers and even dismissals.

According to Berkeley’s Policy and Procedures, the purpose of performance appraisal is to be able to measure and enhance individual and institutional performance, and in turn to providing professional and career growth, determining merit increases, and meeting the internal and external demands for documentation of individual performance. Performance appraisals are intended to encourage open communication between the employees and the supervisors. As a result, it provides an understanding of the employees’ job responsibilities, the standards of performance of a supervisor, and the progress of an employee in his or her job responsibilities.

Performance appraisal are very important to employees because some type of feedback is needed in order for employees to be aware of how well they are performing their job or on the contrarily, to be informed of the areas which they need improvement in. Feedback is one of the most important factors supporting high level of performance. Without performance appraisals or feedback, employees have no way of knowing whether they are doing a good job or whether there are some areas in which they need to improve (F...

... middle of paper ...

...ine. Available: http://www.sasknetwork.gov.sk.ca/pages/tw/d121.htm.

Bartley, Douglas L. Job Evaluation. Addison-Wesley Publishing Company, Inc. Reading, Massachusetts 1995.

Cohen, Steven and William Eimicke. The New Effective Public Manager. Jossey-Bass Publishers. San Francisco 1995.

Fournies, Ferdinand F. “Employees Don’t Do What They Are Supposed To Do Because They Think They Are Doing It When They Really Aren’t.” Library Hall Press 1988. Online. Available: http://www.gmp1st.com/mntp0798.htm.

Heathfield, Susan M. “Performance Appraisals Don’t Work.” Human Resources (6/11/00). Online. Available: http://humanresources.about.com/careers/humanresources/library/weekly/aa061100a.htm.

Henemen, Robert L. Linking Pay Increase to Performance Ratings. Addison-Wesley Publishing Company, Inc. Reading, Massachusetts 1992.