Employee Perceptions of Equity in Performance Appraisals - Essay Example

Research Proposal Employee Perceptions of Equity in Performance Appraisals: Can Relationships between Employee and Manager be Strengthened Through Unbiased Appraisals? You Academic Organization Word Count: 1,547 Research Proposal 2 Title – Employee Perceptions of Equity in Performance Appraisals: Can Relationships between Employee and Manager be Strengthened through Unbiased Appraisals? Aims and Key Questions 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, which consists of a linkage between organizational goals and the steps required by managers to ensure quality work outputs. As part of performance management design, human resource managers identify individual productivity, evaluate employee performance, and create a system of rewards or punishments based on assessment criteria. Interpersonal relationships between manager and subordinate, within the workplace, can become largely negative or psychologically positive, based on the methods with which the manager communicates performance issues to the employee. The interpersonal effect, a like-dislike relationship between a supervisor and his/her subordinate, has traditionally been conceptualized as a source of bias in performance appraisals (Varma et al, 2005). This bias phenomenon, known as rater bias, occurs when a raters values or prejudices distort the rating and such bias may be unconscious or quite intentional (Mathis & Jackson, 2003). The effect of this bias: Possible negative relationships between manager and subordinate that continue to endure throughout the employees career within the specific organization. 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 3 control" 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? 2. What types of bias control measures can be implemented to prevent unfair or distorted performance appraisals? 3. How can these bias control measures actually be implemented in the workplace? 4. How are employee perceptions of employee/manager relationships affected by bias issues? Research Proposal 4 Little research into bias control mechanisms and enhanced relationships based on perceptions of appraisal equity has been professionally published and this study is designed to shed light into this somewhat elusive problem. It might be argued that it is difficult to identify bias in the performance management process, however, this study will gather primary research (as well as secondary) that can serve as a published template for assessing managers who can identify with sources of bias along with real-life employee perceptions of employee/manager relationships based on the methods in which a manager performs the performance appraisal. A recent study involving 2,024 full-time employees found that 51% of those employees said managers do not take performance reviews seriously and only 44% said they received constructive feedback (Business & Legal Reports, 2006). This proposed study can serve as a guideline to assist managers in the appraisal process, to recognize real-life employee perceptions and expectations surrounding appraisals, and in establishing quality employee relationships based on unbiased approaches to the performance appraisal. Theoretical Basis Abraham Maslow established a hierarchy of needs with a focus of employee requirements to fulfill basic needs in succession. Physiological and safety/security needs are at the bottom of this hierarchy with each succeeding "tier" only attainable after satisfying the lower need. According to Maslow, the more basic needs must be largely satisfied before higher motives can emerge (Morris & Maisto, 2005). Before reaching the final tier of self-actualization, which can be described in the workplace as total job satisfaction, an employee needs to satisfy the need for relationship-building. Biased Research Proposal 5 performance appraisals, theoretically, can seriously hinder this need as employees perceive inequity in how their performance is measured. In theory, performance appraisals have two purposes: To identify employee support needs from managers and to ensure fair and factual evaluations (Rausch, 2003). Both factors are directly involved with this proposed study as support can be defined as interpersonal relationship-building and in providing unbiased employee feedback. A key element in performance feedback is making every employee more productive, more focused, and more fulfilled than he or she was the day before (Turley, 2004). Whether unconscious or deliberate, this study is designed to identify the relationship impact of managerial bias in overall employee fulfillment. One professional author stated, "Unless we learn to discipline ourselves to reveal our biases, becoming truly objective will always remain elusive." (May, 2005). But how is objectivity measured and implemented within the workplace to ensure that managers are well-disciplined in dismissing personal bias during the performance appraisal? How can assessing managers come to realize the nature of their biases? A proposed outcome of this study is to measure employee perceptions of the appraisal process as it pertains to their organizations to aid managers in rethinking their approach to assessment; providing a mature and thoughtful approach that dismisses bias and focuses on relationship-building outcomes. There is also evidence that performance ratings are often manipulated for political purposes. A recent study examined the effects of employees perceptions of political motives in performance appraisal on their job satisfaction and intention to quit (Poon, 2004). This is a form of rater bias in which the assessing manager can Research Proposal 6 theoretically manipulate the performance appraisal as a tool to hinder employee career momentum in order to aid his or her own career objectives. Is this commonplace in the work organization and are there other types of employee-perceived bias not frequently addressed in existing professional research? As part of the study, examining any previously unidentified sources of bias is a desired outcome of this work. Another recent study measured employee satisfaction with performance appraisals and it was determined that good conversational techniques of supervisors enhanced satisfaction with performance appraisals. Data demonstrated self-serving bias from supervisors and employee perceptions of unsatisfactory participative leadership (Steensma & Otto, 2000). As part of the appraisal process, the art of relationship-building appears to be largely overlooked by many assessing managers, indicating that there is adequate room to research appropriate methods of communicating feedback based on employee perceptions. Does this indicate that another bias exists in some managers, previously unexplored, that involves bias against the theoretical line between manager expectations as strict authoritarians versus manager/employee camaraderie? This proposed study maintains the potential to answer this question. Research Methodology The majority of the proposed research will be conducted using a primary, qualitative research approach that focuses on a sampling of employees in various workplaces. This sample population will be asked to participate in brief surveys and questionnaires that highlight perceptions of bias in the performance appraisal/feedback processes as well as insight into how relationships have been affected by managerial use Research Proposal 7 of the performance management process. Empirical data analysis will consist of compiling the results of the surveys/questionnaires and tracking whether a trend exists either in positive acceptance of unbiased appraisals (historically) as well as any potential negative perceptions of the assessment process. Based on results, a charted analysis can be constructed that indicates sources of existing (perceived) bias and employee/manager relationship outcomes associated with performance appraisals. In order to answer the question about what types of perceived bias exist in contemporary organizations, the questionnaires/surveys will be constructed to gauge the sample groups opinions of why they believe their appraisals are fair or unfair. Further, based on data results, continuing secondary research will be conducted highlighting professional, published psychological materials, corporate control procedures or public code of ethics statements, and other relevant professional sources to indicate methods to establish workable bias control mechanisms in contemporary business. Expecting a wide variety of responses about how individual relationships between employees and managers are affected, both long- and short-term, the data results will be charted and presented that indicate whether a common trend exists in perceptions of affected professional relationships or whether appraisal fairness or inequity is an individual opinion that cannot be adequately measured. Based on results of primary data collection, this study will examine professional secondary data associated with the nature of the responses to add supporting emphasis on whether relationships between employee and manager can be strengthened through bias control measures. Research Proposal 8 Research Plan The researcher is associated with several individuals within various work organizations who have previously gained approval from their supervision, in anticipation of this proposals approval, to participate in the research study. Further, the researcher will personally advise other organizations that their participation is desired in a professional research study involving the workplace and performance appraisals and will be informed that the study is intended to highlight employee needs and perceptions to create a valuable research tool for aiding in employee relations. The timetable for primary research is projected as follows with an overall dissertation completion at 12 weeks. Primary Data Collection: 5-6 weeks Primary Data Analyses: 1-2 weeks Secondary Data Collection: 2-3 weeks Charted Analyses: 1 week Research Proposal 9 Bibliography Business & Legal Reports. (2006). Many Workers Say Performance Reviews Need Improvement. www.hr.blr.com/display.cfm/id/17968. Davis, Tom & Landa, Michael J. (Mar 1999). Pat or Slap? Do Appraisals Work? A Look at the Data on the Effectiveness of Performance Appraisals Reveals Some Disturbing Facts. CMA Management. Hamilton: 73 (2), p.24. Mathis, Robert L. & Jackson, John H. (2003). Human Resource Management. 10th ed. Thomson South-Western: p. 360. May, Matthew. (Sep 2005). The Perils of Bias. Consulting to Management. Burlingame: 16 (3), p.31. Morris, Charles G. & Maisto, Albert A. (2005). Psychology: An Introduction. 12th ed. Pearson Prentice Hall: p.349. Poon, June M L. (2004). Effects of Performance Appraisal Politics on Job Satisfaction and Turnover Intention. Personnel Review. Farnborough: 33 (3), p.322. Rausch, Ersin. (2003). Guidelines for Management and Leadership Decision. Management Decision. London: 41 (10), p.979. Steensma, Herman & Otto, Lisette. (2000). Perception of Performance Appraisal by Employees and Supervisors: Self-Serving Bias and Procedural Justice. Journal of Collective Negotiations in the Public Sector. Farmingdale: 29 (4), p.307. Turley, Rosemary. (Jul 2004). Performance Management Drives the Call Center. Customer Inter@ction Solutions. Norwalk: 23 (1), p.50. Varma, Arup, Pichler, Shaun & Srinivas, Ekkirala S. (2005). The role of interpersonal affect in performance appraisal: Evidence from two samples – the US and India. The International Journal of Human Resources Management. London: 16 (11), p.2029. Read More