Outcomes Associated with Performance Review - Research Proposal Example

Effectiveness of Performance Review Name: Institution Affiliation: Contents Effectiveness of Performance Review 3 Executive Summary 3 Introduction 4 Research Question 4 Literature Review 5 Design Methodology 6 Performance Review as an Ongoing Evaluation 7 360 Degree Performance Review and its Effects on Employees 9 Feedback in Performance Review 10 Outcomes Associated with Performance Review 14 Improving Performance 14 Review and Reward 14 Personal Development 14 Employees’ Perception towards Performance Reviews 15 Conclusion 15 References 16 Effectiveness of Performance Review Executive Summary The proposal examines performance review or management, which is the ongoing process of progressing individuals, teams, and the performance of an organization as a whole. Performance review or management is geared towards the enhancement of individual employee performances by offering frequent assessment and feedback. The proposal examines how performance reviews affect the attitudes, effectiveness, and performance of the employees of an organization. Performance review are undertaken to assist the employees in establishing how their performance rates in line with the expectations of their supervisors. Recurrent reviews present managers with multiple opportunities that help them ensure that progress is attained towards the attainment of set organizational objectives. Organizations employ such formal system as the 360-degree performance review platform that allows an individual to obtain multiple feedback from different raters who are in steady interaction with the person being reviewed. The 360-degree review has recorded a higher rate of acceptance by employees, possibly due to the multi feedback it offers the employee. Corrective feedback plays a vital part in forcing an employee to receive messages that are counter to those of self-perceptions shaking the employee’s comfort level. Despite all the benefits credited to performance review, the majority of employees hold a negative feel about a performance review. Most employees are of the notion that the system manipulates employees without rewarding the effort they put across. Nevertheless, research has shown that where the system is well implemented it motivates the employees to be more productive Introduction Performance review covers the creation and setting of agreements concerning performance standards, the comparison of performances against the established standards and undertakes the suitable action. An informal approach includes scenarios where one offers and receives feedback, offer advice, or directions, agree on the significant issues, and factor that are important in contributing to performance. In the case of formal reviews, the process entails organized meetings from where long-term and short-term objectives are established, and learning and improvement needs are documented. The documentations from these meetings provide a point of reference where the employees can refer to on a regular basis offering a platform that allows performance management. The objective of this study is to highlight the role of performance review and management in organizations, its emphasis on agreed objectives and employee development needs, and the importance of self-evaluation and development. Research Question How does performance reviews affect the attitudes, effectiveness, and performance of the employees of an organization. Thus, the overall research focuses on the credibility and effectiveness of performance review systems. The literature review outlines criticisms of the system and application of such systems. Therefore, the research will help us understand what staff expects of performance reviews, and use experiences to provide empirical evidence that can be used to improve performance review in organizations. Positive feedback in performance review serves to reinforce desired behaviors and motivate employees; on the other hand, negative feedback contributes to decreased abilities to contribute towards the organization. Literature Review According to Smither (1998), performance review or management is defined as the ongoing process of progressing individuals, teams, and the performance of an organization as a whole. Redman and Wilkinson (2001) Performance management should be established an essential part of all organizations, since performance review provides directions on how resources are to be utilized effectively for the organization to meet it set objectives. Thus, the aim of the performance review is to ensure service delivery improves via the effective utilization of available resources in any given organization. According to Rao (2004), performance review or management is the ongoing process that geared towards the enhancement of individual employee performances by offering frequent assessment and feedback. These ensure an organization is able to meet the demands of the public, which is offered the best services possible. Performance management offer an agreement in objectives, development needs, and highlights the importance of self-evaluation and development. Performance management is carried out as a follow-up to evidence offered by the analysis of whatever employees and their managers carried out or whatever they missed out in their performance (Koys, 2001). According to the findings of Luthans (2002), performance review creates a platform for more prospects where individuals can discuss their work with their superiors in a conducive atmosphere. Objectives expressed are in the forms of set targets, established performance standards, or as tasks to be accomplished with a specified time. As such, performance review offers directions to the employees by giving guidance from a managerial point of view. Addition research from Hersey, Blanchard, and Johnson (1988), proposes that where performance review is utilized properly, it contributes towards an organization’s success, making an essential part of the management function of the organization. Guzzo and Dickson (1996) also reasoned on the point suggesting that performance review constitutes of arrangements made by an organization as an effort in ensuring tasks are done successfully. Thus, the performance review is looked at as the organization of work to obtain the best results possible with the process giving attention to both the process and the people executing the task. Koys (2001) suggested in his research on performance review that managers need to set-up performance goals that are sync with the organization objectives. This allows the employees to be aware of the organization’s objective and allow them to put the right amount of effort. Thus, linking the employees’ goals with that of the organization will act in favor of both the organization and employees’ performance. Design Methodology The design takes up an interpretive model. An interpretive pattern is a philosophical position that focuses on understanding how humans will make sense of the environment around them. This is because the research approach is qualitative, thus, more concerned with prevailing human issues than pure science. The literature review might not establish a conceptual framework that might be used gathering or analyzing data to answer the research question. The research strategy to be utilized is the cross-sectional case study. Data will be collected via qualitative research methods presenting the study with the highest chance of a successful research since it focus on human activities. Thus, in summary the research methods will include focus groups with volunteers from staff forums, discussions focusing on expectations and experiences of performance reviews, and the use of secondary data from independent employee opinion surveys. Performance Review as an Ongoing Evaluation Performance appraisals, reviews, and management are only effective where they are ongoing. Therefore, continued observations, coaching and analysis, offering timely feedback, and keep records that can used as points of reference is significant to the success of the process of performance review. This practice ensures the early identification of performance problem and rectified before they escalate to being costly to the organization. As such, the results of a performance review need to be given as fast as possible to employees to see to it that the employees change and take-up the desired behavior. Performance review thus offers the much-needed feedback offering a perceived consequence of the efforts put across; as such, a good feedback needs to set goals for the employees based on the feedback offered (Rao, 2004). Performance review are undertaken to assist the employees in establishing how their performance rates in line with the expectations of their supervisors. The review also allows employees of an organization to know if they are on track with organization’s set objectives at the same time identifying areas that might require additional training and development. Organizations that have not established a suitable communication channel between the management and the employees would easily culminate into undesirable working behaviors and performances. According to Koys (2001), in order for employees to be monitored properly, an organization needs to continue carrying out frequent reviews. Frequent reviews and appraisals are to be used in giving accurate accounts of employees’ performances and point out well improvements need to be made for the future. It has been suggested that the most appropriate time for running a performance review by a company is bi-monthly. The reviews allow for the elimination of selective memory by the management and the employees. This is appropriate since it is easy for individuals to remember what has transpired the previous month, thus, having frequent reviews allow for the elimination of unwanted conducts that are unconscious. It is advisable to carry out reviews per-month because the majority of managers in organizations lack the time and resources to closely monitor individual employee’s performances and make detailed reports. As such, the reviewing officer is usually forced to consult memory, which in monthly basis happens to be clearer thus dependable. A problem that is allowed to stay for long in an organization becomes difficult to rectify with ease. As such, frequent performance reviews should be used to eliminate these difficulties before they are dippy embedded into the organization affecting its performance in the process. As such, it is only advisable to continue carrying out informal reviews to ensure the organization and its employees stay on point towards attaining the set objectives (Aguinis and Kraiger, 2009). Managers should note that poor performances should not be tolerated just because performance reviews are far off; instead, the issue should be addressed immediately classifying the objectives to the employees, as they should be (Luthans, 2002). This for review should produce well-informed employees and they would be better prepared to carry out their assigned roles in the organization. In addition, it would be significant to uphold an up-to-date record of all the employees’ performances, it is the evaluation of this records that will aid in the elimination of selective memories during employee performance reviews. In line with findings of Colquitt et al (2001), recurrent reviews present managers with multiple opportunities that help them ensure that progress is attained towards the attainment of set organizational objectives. Where a job demands so much and the tasks cannot be completed, the supervisor must reassign the task to pave the way for the completion of the specified objectives. However, it should be noted that for such situation to be noted and dealt with effectively, the supervisors must have been frequently reviewing the performances of their staff. Annual reviews have proved to be lacking in meeting all the objectives of the employees. Employees are denied the chance to prepare themselves for responsibilities and goals, and, an annual review presents staff with poor feedback and communication. 360 Degree Performance Review and its Effects on Employees The 360-degree performance review is a formalized platformthat allows an individual to obtain multiple feedback from different raters who are in steady interaction with the person being reviewed. The purpose of the 360 review is to provide the employee with performance feedback, giving potential, identifying, and establishing developmental goals. The offered response creates an avenue for the employee to set personal goals that allow personal development and the eventual benefiting of the organization. Those mandated with the task of rating in the review are the employee’s boss, fellow colleagues, customers, or even a significant other. This form of review is mostly utilized by organizations as a grading tool that paves ways for personal development (Den Hartog, Boselie, and Paauwe, 2004). The 360-degree performance evaluation approach establishes a culture in organizations that allow a continuation of learning and provision of more reliable feedback to the employees of an organization in the process boosting the overall performance of the organization. 360-degree reviews focus on providing employees with opportunities to uncover and resolve any friction point that might be prevailing between them and the rest of the organization. The different conflict points include issues covering interpretation of the interpersonal relationship, matters covering team working, communication, and the management style imposed on the employees. It should be noted that as far as good feedback acts in favor of reinforcing the desired behavior, negative feedback on its part has negative impacts. These negative impacts might include decreasing the level of commitment eventually influencing the contribution towards the organization negatively. Leaders who embrace the 360-degree review hold the notion that the process is to be accepted by the employees with the organization expected to benefit inform of improved performances from the employees. According to Neely, Adams, and Kennerley(2002), the 360-degree approach is seen to be better than the traditional forms of evaluation in terms of the feedback offered. This is because this process provides a comprehensive review of competences, conducts, and performance outcomes. This is unlike the traditional methods where only one individual usually the supervisor or manager at the workplace handles the process. Therefore, the 360-degree review offers a global review of the employees’ performances. Feedback in Performance Review Traditional review methods are limited to a single viewpoint; on the other hand, the 360-degree review provides feedback from many sources that often offer consistent messages. The constant feedback ensures reinforcement making change easy to the desired form of performance. The 360-degree review has recorded a higher rate of acceptance for employees, possibly due to the multi feedback it offers the employee. Once feedback is accepted, the organizations will likely benefit from employee behavior changes in the form of improved performance. Feedback plays an important role in providing individuals with the much-needed motivation. Nevertheless, not all employees are interested in attaining the positive change the organization hopes to attain. An organization will invest much in carrying out the 360-degree review or any traditional review that it might deiced to take-up, however, where the employee rejects the offered feedback, then change cannot be experienced. Where a review offers positive feedback, it is aimed at enhancing feelings of psychological safety in the process encouraging the desired behavior. Intervals where a negative feedback is offered, it geared towards helping the employee to losethe current form of conduct and try to adopt new and desired form of behavior (Neely, Adams, and Kennerley, 2002). An organization’s staff should understand that the acceptance of feedback is clearly an important channel towards learning new strategies that provides opportunities for personal improvement. Individuals will more than often experience the problem of examining the real self and the ideal self once they are offered feedback. Employees with a higher motivation to attain change will likely get anxiety whenever feedback is provided. However, just in case the employee receiving feedback is defensive, most of their energy might be directed to opposing change rather than trying to locate opportunities that will trigger a positive change in their performance. Corrective feedback plays a vital part in forcing an employee to receive messages that are counter to those of self-perceptions shaking the employee’s comfort level. Ambiguous and lack of a consistent feedback will result into weakly held self-perceptions. The rater performing reviews in the 360-degree process provide social feedback the employee. The directed feedback offers attributions communicated orally or in written forms offering praise or recognition. However, it is continuouslyvital to recollect that feedback that goes against an employee’s beliefs will easily cause an emotional reaction or affective motivation (Rogg at el, 2001). Performance Review Feedback on Employee Attitude, effectiveness, and Performance According to the theory of emotional intelligence, performance review provokes different emotions in employees. Individuals are different; thus, possess different levels of emotional intelligence skills allowing them to deal differently with emotions presented by others. As such, there are individuals with emotional abilities that allow them to deal with their own emotions and that of others. There are employees with emotional intelligent capacities to control different impulses allowing them to deal with anger, fear, anxieties related to performance. Research has proved that individuals with high emotional intelligence deal with disconfirming feedback by attempting to diagnose the causes of their poor performance and to put across efforts to improve their performance (Zaccaro and Klimoski, 2002). Employees with low emotional intelligence are usually affected negatively by negative feedback. As such, these employees will likely quit as soon as they realize the first sign of failure in the process negatively affecting productivity and the organization at large. Notably, these are the individuals always trying to resist the application of performance reviews in the organization. In events where employees have low skill development, feedback might cause them to react poorly. Some staff will have a normal revel of being defensiveness against feedback, which is understandable but others will get to extreme levels of resisting feedback. According to Koys, (2001), leaders in organizations bear an ability to influence their employees’ attitudes especially under the application of such performance review programs as the 360-degree review. Where leader of an organization are in support of the performance review program and communicating positive feedback to their employees concerning the process, then the staff will likely reciprocate positively to the program. Therefore, supervisors and managers need to be well aware of signs of the negative reaction towards performance review so that they can be rectified and ensure positive change is attained in the organization. It should be noted that attitudes held by individuals towards feedbacks go a long way in influencing how they react whenever they are presented with reviews. According to Luthans (2002),performance appraisal criticisms has been to the idea that individuals that react positively towards performance reviews and belief the processes are fair usually hold more receptive feedbacks. Organizations have been encouraged to employ 360-degree performance review strategies since they provide the rate with a feedback on how theyare perceived, offer information useful for improvements via its address on existing weakness. There are few shortcomings especially with the use of the 360-degree review process. For one, this method provides overwhelming amounts of information making it difficult to process all these information at once. Secondly, it not easy to reconcile the emerging differences between self-ratings and those offered by others. As such, there exists a need for supervisors and managers using these procedures to establish means of dealing with this conflicting information. Nevertheless, even with establishment of measures to deal with the conflicting issues, the final decision of whether to take up positive change that benefits the organization remains with the staff member being reviewed (Zaccaro and Klimoski, 2002). Outcomes Associated with Performance Review Improving Performance According to Rogg et al (2001), the key components of performance, review is to solve organizational problems, that is, improve performance. Poor performances are mainly associated with various factors such as inadequate leadership, poor management, or faulty working systems. Thus, a key feature in performance review is helping the organization in correcting existing faults and draw achievement goals and objectives. Review and Reward Some performance review systems are linked to financial rewards to the individual, team, or company as a whole. Nevertheless, individuals undergoing review receive rewards lined to efforts and results. This is made possible by setting of clear and meaningful targets, where managers and employees are able to monitor performance against targets. Other rewards associated with improved performances are non-financial valued by the employees. An example of non-finical rewards includes favorable mention in organization’s publications and an increase in responsibilities. Personal Development Once the performance review has been conducted, it will have identified areas that need development, thus, establishing development plans whereby the employee being reviewed benefits from the plan to improve performance. In so doing, individuals are able to improve their productive, nevertheless, the potential conflict between individual goals and the organizational needs must be considered to ensure both parties attain development. Employees’ Perception towards Performance Reviews Despite the numerous benefits associated with performance reviews to both the organization and employees, the majority of employees hold a negative feel about a performance review. Most employees are of the notion that the system manipulates employees without rewarding the effort they put across. Nevertheless, research has shown that where the system is well implementedit motivates the employees to be more productive. Differing attitudes among employees towards performance reviews affects their performance in the organization. Rogg, et al (2001), suggested that there should be a win-win situation between the employer and the employees. As such, organizations are urged to attach employees’ benefits to performance management systems to be fair by the employees. Conclusion The performance review is a management tool used by supervisors and managers to aid in the improvement of performances and promotes improved decision making in organizations. Despite behavioral change and performance improvement being the desired outcome when carrying out a performance review, the employees do not always achieve the desired outcome due to mixed attitudes towards these systems. The performance management offers an agreement in objectives, development needs, and highlights the importance of self-evaluation and development. Performance review is carried out as a follow-up to evidence offered by the analysis of whatever employees and their managers carried out or whatever they missed out in their performance. The anticipated outcomes of performing performance review include improving performances, impact personal development positively, and act as a motivator to the employees of an organization. References Aguinis, H., &Kraiger, K. (2009).Benefits of training and development for individuals and teams, organizations, and society. Annual review of psychology, 60, 451-474. Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., & Ng, K. Y. (2001). Justice at the millennium: a meta-analytic review of 25 years of organizational justice research. Journal of applied psychology, 86(3), 425. Den Hartog, D. N., Boselie, P., &Paauwe, J. (2004). Performance management: A model and research agenda. Applied psychology, 53(4), 556-569. Guzzo, R. A., & Dickson, M. W. (1996).Teams in organizations: Recent research on performance and effectiveness. Annual review of psychology,47(1), 307-338. Hersey, P., Blanchard, K. H., & Johnson, D. E. (1988).Management of organizational behavior. Koys, D. J. 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