Performance Evaluations - Research Paper Example

? Performance Evaluations Performance evaluation is one of the crucial factors in enhancing the performance of an employee and in stimulating growth in the organization. However, the organizations that do not have a proper performance appraisal system may face difficulties in retaining and sustaining their workforce. It harms the organization as well as the well-being of the employees. The paper aims at identifying the methods of dealing with such issues and thus implementing the results obtained from the research phase in the organization facing the issue of performance evaluation. Introduction Performance evaluation can be described as the process of providing feedback to the employees regarding the job efficiency as well as career guidance. It can be considered as a fair and balanced examination of the performance of an employee (The University of Tennessee, n.d.). Performance evaluation tends to structure the relationship with the employees of the organization thus providing legal protection to the companies. The morale and also the performance of the employees tend to improve with the help of the performance evaluation. It is because of good evaluation system the poor performers in the organizations can be identified and therefore various suggestions can be provided in order to improve the performance (Delpo, 2007). Research Question The paper will be evaluated based upon the scenario where the mid-level manager is supposed to identify the ways to improve the performance evaluation of the agency. Various steps to solve the issue faced by the company in relation to the performance evaluation will be identified. A specific plan will be prepared that will consist of the ways through which the problems related to the performance evaluation can be either reduced or eliminated. Research Phase One of the significant problems faced by the employees in the organizations is related to the performance evaluation. The workplace faces with myriad workplace problems with the employees in relation to time, money and loss of productivity. This tends to increase the overall cost to the organization. Therefore, it is significant for the organizations to prevent such problems from occurring from the very beginning. It is the performance evaluation of the staffs that assists in dealing with the complex problems related to the employees. By instilling good employee evaluation system in the organization and if used constantly with all the employees most of the problems can be prevented from cropping up in the near future. Despite the best efforts of the organizations, difficulties with the employees are bound to occur. It is during such circumstances, performance evaluation has a role to play to identify and thus deal with the complex problems. It also brings discipline at the workplace to a great extent (Delpo & Guerin, 2009). One of the challenges that the supervisors at the organizations face is the performance related problems. The supervisors who are into the profession for a longer period of time have mentioned that the performance evaluation is one of the toughest and most complex issues. However, it is worthy of mentioning that identification of the performances of the employees at the organizations is one of the main responsibilities of the supervisors. Failure to identify the poor performances at the organizations may have a negative impact upon the overall organization thus leading to lower productivity and morale of the staffs. The supervisors at the organizations need to be tactful at handling the poor performances of the employees in the organization by means of performance evaluation system. A few of the preventive measures can be taken in order to prevent such issues from happening. It is significant for the supervisors to communicate the set performance standards and what is expected from the employees clearly. If the employees are unaware of the expectations of the employers from them, they might not be motivated to work as per the expectations. It is not required to produce as written document with regard to the expectations from the employees however it needs to be stated in clear terms. A good performance evaluation system is one in which the employees are provided with regular feedbacks based upon the performances. Feedback can either be positive or may as well be negative. However, it assists the employers to understand if the employees have been successful at comprehending the expectations. It is also significant for the employers to reward and acknowledge the good performances either formally or informally. Rewarding the employees can help in motivating the staffs for enhanced performances and therefore the overall productivity can be augmented (Office of Personnel Management, 1998). The main benefits that the performance appraisal and evaluation provides to the companies need to be identified. The motivation of the employees can be enhanced so that the employees perform efficiently. The staff’s self-esteem can be augmented as well with the help of proper performance appraisal system. Performance appraisal policies tend to elucidate and define the job duties as well as the responsibilities better. The rewards can be dispersed among the staffs on an unbiased way. It is the proper performance evaluation system that helps in encouragement of the self-understanding which proves to be of great value for the organizations (The University of Georgia, 2008). The main objective of the performance assessment system is to help the management in conducting the administrative decision with regards to the promotions, layoffs, pay increase and terminations. For instance, through the current job performance of a person it becomes easier for the employers to determine if the promotion is required or not. It is significant for the managers to realize that the employee’s development is a constant cycle where the performance goals are set, the training is provided for accomplishment of the goals, the evaluation of the performance takes place for achieving the goals and finally setting up of the new goals occurs (Khan, n.d.). Performance appraisal system has been a major issue for both the managers as well as the employees. The organizations generally attempt to follow merit or performance-based pay plans thus emphasizing upon the appraisal process. Even though great deal of effort and time is put by the researchers on the performance appraisal system, the system has been quite unsatisfactory. One of the biggest issues with the performance appraisal system has been the design flaws. Neither the managers receive any sort of training if the appraisal conducted by them is not up to the mark, nor they are rewarded if the appraisal system is accurate. There is huge number of articles identifying the reasons behind the problems as practiced with the performance appraisal system and therefore providing recommendations on overcoming the problems of employees related to performance appraisal system. The main idea is to locate means of dealing with the complex issue such as avoidance of the supervisor and the self-protectiveness of the subordinate. There are ways through which the supervisors as well as the subordinates can bargain over the difficult issue of arguing the assessment of the performance in a non-evaluative way (Beer, 1981). Quite a few but increasing literatures have identified the ways of dealing with the usage of the policy capturing as one of the methods through which the rater’s decision making in case of the performance appraisal system can be addressed. By means of investigation on policy capturing, numerous practical insights in comprehending and enhancement of the performance appraisal system has been identified. It is through the policy capturing methodology, a framework for assessing the rater’s information processing behavior can be identified. It further provides a framework through which the rating policies as stated can be compared with those of the actual that has been used. A framework can also assist in providing proper training to the raters in the usage as well as implementation of the given policy. It is significant to comprehend the meaning of the policy capturing in the context of performance appraisal system. It is through policy capturing the distinctive information processing strategies can be identified statistically of the individual raters. Policy capturing consists of performance profiles with scores related to major areas of the performance. It also consists of several instructions that need to be followed by the rater in order to review every profile and therefore provide a rating that is capable of summarizing the available information. Multiple regression analysis is also used for calculating the degree to which the overall rating of the individual is expected, given the points based on separate performance areas, and therefore calculating the significance of each dimension for the purpose of accessing overall ratings (Hobson & Gibson, 1983). It has been observed that in most of the organizations one of the significant contradictions in case of efficient human resource management has been the performance appraisal system. Through performance appraisal system vital performance information related to the human resource activities can be achieved. The various performance activities are provision of the rewards, promotions, merit pay, feedback related to the establishment and evaluation of the requirement of the training and human resource system assessments. It is to be mentioned that appraisal system can provide capability to improve the efficiency of the decisions that the human resources are supposed to take on significant matters. It further tends to content the need of the employee for the performance feedback. It is also of the belief that the performance appraisal systems pose a challenge for the academics as well as for the managers and the employees. Most of the organizations complain regarding the performance appraisal system while there has been a significant advancement in the system. Whether the appraisal system is reliable and valid or not is one of the significant concerns faced by the organizations. The new appraisal systems face the issues of resistance. It can be stated that proper and effective appraisal systems are the most essential component in context of an organization however most of the organizations fail to realize the substantial significance of the system. The private as well as the public sectors try to repeat the negativity. It can hereby be mentioned that most of the performance judgment systems that are followed by the organizations have not been capable of realizing their ability to contribute to the effectiveness of the organizations. The reasons behind such failures need to be identified. The performance appraisal system has been conventionally prepared and executed around a test symbol thereby considering the performance difference as disputes between the managers as well as employees. The disputes tend to take place regarding the accurate views of reality which is calculated next to consistent and agreed standards (Taylor, Tracy, Renard, Harrison & Caroll, 1995). It has been found that the subordinates find appraisal provided by the managers on performance improvement as intimidating to their self-esteem that leads to defensive behavior. If the threat is perceived to be higher by the subordinates, they tend to demonstrate less favorable behavior and attitude towards the appraisal system. They are reluctant to demonstrate any sort of improvement in their job performance as well. Such appraisals provided by the managers have a significant impact upon the subordinates which is evident from their low occupational self-esteem. Therefore, such kind of behavior tends to affect the overall productivities of the organizations. It is the responsibilities of the managers to identify the ways through which such appraisal is considered as beneficial for the subordinates rather than threatening to their self-esteem (Emanuel & Herbert, 1965). In order to improve the performance appraisal system and to reduce the bias in such appraisal system it is significant for the appraiser to evaluate the degree of performance achieved by appraisee and also comprehend and evaluate the context under which the task has been accomplished as stated. It is the duty of appraiser to identify the ways through which appraisee could have produce better results. Appraiser needs to evaluate what resources if provided could have helped appraisee to produce better results than the ones that have been produced by him. The characteristic as well as the degree of the effort put on by the appraisee need to be identified. The difficulties faced along with the strengths and weaknesses of the appraisee need to be evaluated. Furthermore, the appraiser needs to identify if the appraisee knows his strengths and weaknesses for different types of task. After having identified the degree of efforts, the strengths and the weaknesses of the appraise it becomes significant for the appraiser to highlight the strengths of appraisee and then to pinpoint the weaknesses and assist him/her in improving on the weak areas. This will assist appraisee in enhancing the morale and thus motivate to work towards the achievements of the goals of the organization (Rao, 2004). Implementation Phase As a middle level manager at the agency, it is part of the responsibility to first identify the problem and then implement certain policy measures in order to resolve the issues related to the performance appraisal system in the organization. The performance evaluation system must be such that it demonstrates and incorporates best practices, depicts the culture of the organization and thereby provides fair return to the investors. Prior to the implementation of the proper performance appraisal system, it is significant to comprehend who is to be assessed and by whom, what is to be evaluated, whether there is necessity of any kinds of training for the managers and if there is any necessity to consult with the trade unions before the implementation of the performance appraisal system. The cultural factors of the agency will also be taken into consideration. After having identified the key issues and the cultural factors, it is significant to set realistic goals for the performance appraisal system. The goals must be such that they can be achieved within the capabilities of appraisee. Setting of the unrealistic goals will lead to failure of the performance appraisal system and therefore will lead to lower productivity in the organizations. It is a well prepared performance appraisal system that tends to record the contributions of the employees towards the success of the organization. Therefore, as the middle-level manager the contribution made by each employee towards the achievement of the goals will be recorded. Proper feedback will be provided so that the employees are aware of their performances and thus can improve their performances within due course of time. It is well crafted performance appraisal systems that tend to provide the employees in organizations with fair reward systems. If the employees are not rewarded for their performances then they are not motivated to perform well in the near future. Therefore, it will be tried to implement appropriate reward system for the good performers so that they perform well and the low performers will be motivated by means of satisfactory training and development programs so that they can as well enhance their level of performances. The problems with the employees in relation to the performance appraisal system arise if the organizational values and the missions are not communicated to the employees in a proper way. Therefore, being the middle level manager, it will be vital to make the employees aware of the agencies values and missions along with the culture of the organization upon which they are supposed to work. It is a good performance appraisal system that can assist the management at preparing evidence-based and legally justifiable personnel judgment. It is significant to identify the kind of performances that the employees are likely to demonstrate in the near future by reviewing their past performances. Based upon this analysis, it is crucial to identify if retention strategies need to be made or succession planning is to be held. The decision related to the compensation is also identified during this stage. Prior to implementing the performance appraisal system, it will be tried to recognize if it is aligned with the goals of the agency and under the controls of the employees of the agency. The criteria for performances must be such that they are specific and measurable. The criteria for the performances can either be based upon the quantitative factors or upon the qualitative factors and frequency of the behaviors among others. After having set the goals for the performance appraisal system and having established the criteria for the successful performances of the employees, metrics needs to be created for the agency so that the performances can be assessed. The choice of the rating scales needs to be assessed so that the individual employees can be assessed. However, there is difference in the rating scales in terms of number of likely ratings and presence or absence of a midpoint. Among the various rating scales such as graphic rating scales, ranking, forced distribution and behaviorally anchored rating scales (BARS), the choice needs to be made and one appropriate scales for rating the appraisees need to be made. After having selected the rating scales, the reviewees as well as the reviewer will be selected for the agency. It is worthy of mentioning that the reviewees can be everyone who ever are there with the organization. In most of the cases the managers assign the reviewee who needs to be reviewed (Dattner, 2010). If in case the managers choose the reviewee then it becomes easier for the reviewer. Reviewees can also be chosen by levels, divisions or departments and may as well be self-selected. Therefore, the choice of the reviewee needs to be made. Proper evaluation needs to be done in relation to the employee who might require immediate feedback and attention in the agency. The designation of the reviewers can be managers, human resource managers and reviewee. It is to be remembered that the reviewer can as well include reviewee, peers, managers, subordinates, clients or customers ((Dattner, 2010). This demonstrates the fact that the appraisal can be conducted by anyone in the organization. After having selected the reviewer and the reviewee, it will be vital to consider the timing for the evaluation or appraisal. Most of the managers are perplexed in identification of the proper timing for the appraisal of the performances of the employees. If the organization tends to delay in appraisal, it might hamper the organizational productivity to a great extent. Therefore, it is the duty of the middle level manager to consider appropriate timing for evaluating the performance of the employees. The middle level manager at the agency can appraise the employee after the employee has successfully completed each project. This will be quite beneficial for the reviewer as well as the reviewee. If the management feels that it is difficult to appraise after completing each project, then quarterly or semi-annual appraisal of the employees can also be significant. However, since the agency is badly harmed because of the performance appraisal issues, the middle level manager can consider reviewing the performance of the employee after the employees have successfully completed each project. After having identified the appropriate timing of the appraisal, it is significant to arrange the logistics for the purpose of the meeting and report. For arranging the logistics, the required data and information will be gathered from the intranets and internets, through individual discussions, written surveys and group meetings. By means of employees, managers, human resource as well as outside vendors the process of arranging the logistics can be synchronized. If the employees are not provided with the feedback, they will not be capable of identifying the improvements in the performances ((Dattner, 2010). The feedback forms will have ratings and individual comments. It might as well include the competencies that appraisee might require for the purpose of advancement. The forms will be summarized by the middle level manager as well as higher level manager. Due attention will be laid upon the preparation of the feedback form that is unbiased and true. Accuracy will be the prime objective of the feedback form. The feedback forms that are not specific makes appraisee disappointed and therefore they harm the public safety as well. Meetings will be held with appraisee in matters of discussing the strengths and the weaknesses of the candidate. Compensation issues will also be discussed along with the challenges and the opportunities that lie with the team will be detailed. Meetings will aim at discussing regarding the training needs and career planning of the candidate. The final step that the middle level manager needs to adhere to is following up or continuous monitoring. Progress reports will be prepared and sent to the apraisee on a regular basis. Identification of the meetings with the higher level managers will be assessed and therefore requirement of the additional training to the employees will also be gauged on a continuous basis. Surveys will be conducted on a periodical basis with the reviewers as well as the reviewees regarding the cost and benefit associated with the overall system. It will be tried to identify if the appraisal system is capable of meeting the objectives of the organization (Dattner, 2010). In order to complete the overall steps mentioned above, it will be significant to get approval from the higher level authority. Conclusion Performance appraisal system permits the optimization of the employees in the organization. Continuous measuring of the performances of the employees becomes significant to enhance the productivity and to achieve the organizational goals. In such systems along with the measurement of the performance of the employees the deficit areas or the weaknesses are also identified. By practicing such systems, the organization is capable of moving closer to the goals. Poor performance appraisal system harms the efficiency of the organization. An employee with low morale and satisfaction will not serve his/her clients well thus harming the safety of the public. As a de-motivated employee due to lack of performance appraisal will not perform up to the desired standards set by the organization and will thus harm the interest of the consumers served by the organization. The organization can follow several steps for implementing an effective performance appraisal system. Each step if followed adequately can benefit the organization. However, prior to implanting the performance appraisal system, it is significant to locate the issues with regards to the existing appraisal system. After identifying the issue, the decision relating to implementation of new performance appraisal system or the requirement of the existing appraisal system needs to be made. References Beer, M. (1981). Performance appraisal: dilemmas and possibilities. Organisational Dynamics 9(3), pp: 24-36. Dattner, B. (2010). Performance appraisal. Retrieved from http://www.dattnerconsulting.com/presentations/performanceappraisal.pdf Delpo, A., & Guerin, L. (2009). Dealing with problem employees: a legal guide. United States: Nolo. Delpo, A. (2007). The performance appraisal handbook: legal & practical rules for managers. United States: Nolo. Emanuel, K., & Herbert, M. H. (1965). Effects of threat in a performance appraisal interview. Journal of Applied Psychology 49(5), pp: 311-317. Hobson, C. J., & Gibson, F. W. (1983). policy capturing as an approach to understanding and improving performance appraisal: a review of the literature. The Academy of Management Review 8(4), pp: 640-649. Khan, A. (n.d.). Performance appraisal’s relation with productivity and job satisfaction. Journal of Management Sciences 1(2), pp. 99-114. Office of Personnel Management, (1998). Addressing and resolving poor performances. Retrieved from http://www.opm.gov/er/poor/opmbroch.pdf Rao, T. V. (2004). Performance management and appraisal systems: HR tools for global competitiveness. United States of America: SAGE. Taylor, M. S., Tracy, K. B., Renard, M. K., Harrison, J. K., & Caroll, S. J. (1995). due process in performance appraisal: a quasi-experiment in procedural justice. Administrative Science Quarterly 40(3), pp: 495-523. The University of Georgia. (2008). Performance appraisal. Retrieved from http://www.staffingpractices.soe.vt.edu/perfappraisal.htm The University of Tennessee. (n.d.). Performance evaluation. 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