The purpose of this proposed study is to determine whether employee/manager relationships can be strengthened through unbiased performance appraisals.The appraisal process is a portion of the employee feedback mechanism in the performance management system…
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This proposed study is of considerable interest as performance appraisals rest solely on the judgment of the appraising manager and the process generally lacks a "bias This proposed study is of considerable interest as performance appraisals rest solely on the judgment of the appraising manager and the process generally lacks a "bias Research Proposal 3control" methodology. These judgments inherent in appraisal often decide compensation and career progression and the employee has little or no opportunity to influence the outcome of this process (Davis & Landa, 1999). Bias, not necessarily negative, can also be attributed to relationships between the appraising manager and other employees, in which the rater may inflate the performance rating of another employee based on closeness and camaraderie. This creates a situation where performance appraisals are perceived as unfair, damaging manager/employee relationships. Because of these factors, this study will identify the different types of appraisal bias, where these biases stem from, and how long-term, working relationships between manager and subordinate can be strengthened through possible bias control methods. In order to assess these factors, the following questions will be analyzed through primary research within the study:1. To identify employee perceptions of the performance appraisal process – What sources of perceived bias exist in contemporary business organizations?
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The idea of management of performance is not new; the need of managing performance has long been recognized (Williams, 2002, p. 1). Nowadays, organizations have developed systems of performance management which cascade the strategy starting from the executive suite down the line till the basic level in the organizational structure (Eckerson, 2010, p.
The first question was "Good Relationship with Manager" and out of 15, 5 people chose the option strongly agree, 6 chose agree, 4 chose neither agree nor disagree and no one chose the rest of the options.
The second question was "Manager treats everyone equal and fair" and out of 15, 5 chose strongly agree, 4 chose agree, 6 chose neither agree nor disagree and no one chose strongly disagree and not applicable.
Emphasis is paid on training and appraisals in order to motivate the employees so that they may be able to deliver the best to the organization. The world has now realized the importance of a satisfied and motivated employee at work and they no longer dwell in the historical practices of aristocracy in the organizations.
The author states that the sampling procedure was simple; for each individual of the organization, the directly associated individuals were asked to fill out these surveys; for instance for a manager, his assistant, other department managers, his own supervisor i.e. the next immediate level person was asked to fill out the survey.
In many companies - but not all - appraisal outcome are used, either straightforwardly or not directly, to help establish reward result. That is, the appraisal outcomes are used to recognize the better performing staff that should get the greater part of accessible value pay increases, additional benefits, and promotions.
This paper aims at reviewing“How to Make Performance Reviews Relevant” by Lisa Quast.
According to Lisa Quast many managers do not appreciate the importance of performance appraisal and some will only agree
Therefore this form of appraisal will consist of a number of perspectives about the members of this organization.The selection of a performance appraisal system will be influenced by the type of organization that it will be used for.
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