Performance Appraisals - Research Paper Example

? Performance Appraisals Performance Appraisals Performance appraisal is a process of evaluating employee’s performanceat work. In an organization, this process is systematically and periodically taken as part of career development where the performance of employees is regularly reviewed. The employees under review are subjected to job productivity and performance based on pre-established criteria and objectives (Abu-Doleh & Weir, 2007). According to Manasa and Reddy (2009) there are other aspects that are included in performance appraisal such as organizational citizenship behavior, accomplishments, employee strengths and weaknesses, opportunities, and potential for future improvement. One of the main benefits in performance appraisal is facilitation of management –employee communication. This paper evaluates how performance appraisal pertains to business communication between parties giving and receiving the reviews. In the process of performance appraisal data is collected using three methods namely; personnel evaluation, judgment evaluation, and objective production (Cederblom, 1982). Among the three, the most commonly used is judgmental evaluation because it can be combined with other evaluation methods. In most cases, interviews are used to provide feedback to employees, conveying and informing them of compensation, counseling and developing employees’ decisions. In this case, communication skills are extremely significant for the reviewer to get what he or she wants. The main argument is that the approach of the reviewer will direct the reaction of the person being reviewed, and this will in turn affect the expected results. Performance appraisal is also used in performance management where subordinates are given a chance to appraise their employer’s performance in meeting their expectations and relaying such expectations to employers (DeNisi & Pritchard, 2006). Performance management is used to manage and align organization’s resources so as to achieve the targeted goals. Therefore, the way performance appraisal is managed in an organization is a determinant of whether the organization will fail or succeed. DeNisi and Pritchard (2006) advise that every organization that plans to attain a competitive edge should put performance appraisal among its top priorities. This competitive advantage is highly depends on the way communication skills of the reviewer will guide that of the reviewed. McLean (2010) has outlined the way business communication should be fashioned when doing performance appraisal and other business undertakings. He analyzes that a business communicator should take the responsibility of preparing several facets such as clarity, conciseness, punctuality and organization before the communication starts. In this case, if the business communicator is preparing for a performance appraisal exercise all these facets are significant so as to attain all set goals of the assessment. When all these facets are considered, the business communicator is said to be well prepared. This preparation involves selecting an appropriate topic to the goals and objectives of the appraisal, doing research on the needed information and covering the topic, putting the information in a logical sequence, and preparing for the best presentation of the interviews for appraisal. From the classical perspective, Mclean (2010) used the Aristotelian model of organization of a communicator. For Aristotle, the organization of a communicator is referred to as logos or logic. This involves making the communication and assessment logical so that it clearly leads to the intended end (Manasa & Reddy, 2009). This process may involve filtering the needed and unwanted information based on the objectives of the whole exercise. This way, a logical performance appraisal assessment is understood by the reviewed, and they are able to offer their logical responses as well. The second part is that the message should be clear. Vague and wandering communication is not interesting listening or responding to. Clarity begins with interpersonal communication that is achieved by the reviewer and the reviewed in the process of performance appraisal exercise (Schraeder, Becton & Portis, 2007). The communicator should therefore, consider the reviewed by using the language and terms that are familiar and can be understood by the reviewed. Conciseness and punctuality are the other considerations that interpersonal communication should pay attention to. This way, the communicator should state points clearly and support them with evidence. The communicator should not, however, use his knowledge to overload the recipient of the information. The communicator should also pay attention to time because there is limited time within which any exercise can be carried out. Performance appraisal and communication between the parties Communication between the parties giving the review and the parties being reviewed can determine the performance appraisal results. The communication process is complex and involves all manner of ways and process of preparing, delivering, feedback and effects of such an input (Manasa & Reddy, 2009). Employees in an organization perceive performance appraisal as a boring bureaucratic exercise and, thus managers should ensure it is done professionally (McLean, 2010). When the reviewer has not prepared adequately, there is always a breakdown of communication between the employees being reviewed and the reviewer. Therefore, the top line results can not be achieved unless the process of appraisal is carried out in a professional manner. Moreover, the discussion between the employer and the employee being reviewed must be held in a location that allows confidentiality and confidence (DeNisi & Pritchard, 2006). Most employees will not be free to give true information regarding their company unless their submissions are accorded confidentiality. Therefore, there can be a breakdown in communication if the reviewer does not consider the most comfortable setting where the appraisal is done. The best setting is to establish a round table setting for discussions instead of a front back sitting arrangement, which intimidates the subordinate. The arrangement makes the flow of communication and conversation easy and employees are put at ease. Another communication breakdown at the performance appraisals, especially the discussed ones, is when the management fails to make clear the agenda from the time go (Manasa & Reddy, 2009). In order to make the employees to be at ease, the agenda of the meeting of assessment should be stated at the very beginning of the exercise. The agenda should be as clear and focused as possible. If the agenda is vague and very long, communication between parties will breakdown at some point, and the goals of the assessment will not be attained. For perfect communication, the appraisal should be a balanced discussion where the employer and the employees contribute equally (DeNisi & Pritchard, 2006). This means, this should not be a one man game and every view should be respected and responded to with due diligence and consideration. In most cases, when employees are left to appraise their performance first, it makes their relation with the company healthy. This is because they will point out their failures and successes and the management will just come in to emphasize the points. This way, the reviewed will not feel intimidated even in future when implementing some past failures he or she pointed out. In performance appraisal, it is advisable for the employer to give credit where it is due. Employees would want their little efforts to be recognized because this motivates them to perform better in future. This may include fabulous benefits perks to high performing employees (Schraeder, Becton & Portis, 2007). This way, the organization will have a good relation with its employees and communication and good performance will be enhanced. However, the management should not shy away in dealing with issues provided this is done in a free and fair way (McLean, 2010). Therefore, the performance appraisal time should be used by the organization to spell out expected code of conduct and behavior and resultant consequences to those who breach the codes. Conclusion Performance appraisal is achieved when the reviewer and the reviewed end up in the same page. At the end of the review every participant must be satisfied, and this can only be done if there was effective communication. A good business communicator should be able to read the reactions of the employees during and after the reviews so as to direct clarification where needed. As the process continues, if the management clarifies everything, communication will be smooth and productive at the end of the exercise. References Abu-Doleh, J. & Weir, D. (2007). Dimensions of performance Appraisal systems in jordanian private and public organizations. International Journal of Human Resource Management, 18(1), 75-84. Cederblom, D. (1982). The performance appraisal interview: A review, implications, and suggestions. Academy of Management Review, 7(2), 219-227. DeNisi, A. & Pritchard, R. (2006). Performance appraisal, performance management, and improving individual performance: A motivational framework. Management and Organization Review, 2(2), 253-277. Manasa, K. & Reddy, N. (2009). Role of training in improving performance. The IUP Journal of Soft Skills, 3, 72-80. McLean, S. (2010). Business communication for success. Irvington, NY: Flat World Knowledge. Schraeder, M., Becton, J. & Portis, R. (2007). A critical examination of performance appraisals. The Journal for Quality and Participation, 30, 20-25. Read More