Management: The Appraisal Processes - Assignment Example

?The Appraisal Processes Within an organization, it is of fundamental importance that the appraisal process remains a coherent act, one that gives immense confidence to the employees as they work their way through different tasks and activities which have been assigned to them by their superiors. It is for this reason that the appraisal process is seen as a good rewarding point for the employees where they are given increments, bonuses and added perks after they have showcased serious strength of character within their respective work domains (Denisi, 1996). What implies is the methodology that states the exact reasons behind the appraisal process being a successful one and thereby implementing the word of the organization as it wants its employees to manifest their own selves within the long range scheme of things. To gain an understanding of the appraisal process, it is of paramount significance that the appraisal element be weighed in properly with the other incremental positives that are given to the employees. What the human resources management department deciphers under such a setting is an important measure of the appraisal process as it makes its way through the different work related realms that are present in an organization. These should always be talked through by the human resources management department and the end result should suggest immense growth and development in a mutually beneficial manner (Lipiec, 2001). It would tell the employees that if they give their best within the organizational settings, they would be rewarded with higher salaries, better perks and privileges and increments which is much needed on their part. On the flip side, they also know that if they are unable to make sure that they remain steadfast with the organizational mission, vision, goals and objectives, and their work falls short of the expected count, then they will not be given any thing of note when the time is right for the appraisal process to be undertaken (Scholtes, 1999). There is a definitive opposite side available to the positive rewards that are given to the employees with this appraisal process. They are also told to work harder in the future so that they would be rewarded the next time the appraisal process takes place. Many employees are known to feel awry because of the rewards not coming over for their entirety yet it has been seen that the appraisal process does comprise of nearly all the aspects which make it comprehensive, elaborate and precise (Cooper, 2004). It discusses the employees’ domains in the light of what they have done till that date for the organization and weighs in the pros and cons, and thus decides what kind of positives (increments, bonuses, perks) they eventually deserve. It is for this reason that sometimes the employees feel left out on more than a single count, and express their sentiments openly; even during the appraisal process itself. Hence the appraisal process is a good enough measure of finding out where the strengths within an employee reside and how well to ignite the spirit of working one’s way through success in the coming times. The organization which conducts the appraisal process needs to note that the appraisal element is something upon which the employees bank a great deal. They want to know how they will be treated once the appraisal process starts. They would like to know what their seniors think about them and what kind of new responsibilities, assignments and projects would be handed out to them (Losyk, 2002). There are moments within the appraisal process where nothing right seems to happen and the employee under consideration feels insecure with so much being told to him. This is a classic case of negative reinforcement towards creating motivation in work. Some employees take it positively while most become disgruntled at the end of the day. What is indeed required is a vision to set the house in order and do the very best so that the next appraisal process at a later stage is a good one for the employee under discussion. Similarly, the employer also feels that if its employees are told off and not given the proper attention through this appraisal process, then the entire intention of having this appraisal process in the first place would be a futile exercise and it would serve no purpose at all (Brown, 1998). Therefore it would always be deemed as right if the employer lets the employee understand where he has gone wrong in the past, what corrective measures he must undertake and what kind of alternative solutions or routes are available for his disposal. In essence, a good appraisal process always takes both the positive and negative aspects that are under its aegis. It just cannot miss out on either of the two premises and its success is linked with how well these two are working their way under the organizational settings. Essentially speaking, the appraisal process must be comprehensive from all sides because it means a great deal for the employees and indeed the organization as well. If the employees know that this is going to be an exercise which will not bear much fruit, then it would be better not to have such an appraisal process in the first place. The appraisal process is being seen as a good enough measure of tackling the shortcomings within an organization which deals with its own employees on a regular basis (Cronshaw, 1999). It also sheds the fears of the employees that keep on coming up every now and then. The need of the hour is to discern the exact basis of growth and development which shall essentially mean success for the employees as well as their related domains under the auspices of the organization that implements the appraisal process in entirety (Rich, 2008). All said and done, the appraisal process is a very significant undertaking of any organization and the role of the human resources management department comes out in the open through such appraisal regimes which are put into action. It would be a sound assessment to make if the appraisal processes are handled carefully because a great deal of success lies both for the organization and indeed the employees for whom the appraisal processes are enacted. Bibliography Brown, B., 1998. Upward Performance Appraisals for Audit Teams: Professional Development That Is Simple. The CPA Journal, 68 Cooper, C., 2004. Reinventing Human Resources Management: Challenges and New Directions. Routledge Cronshaw, S., 1999. Functional Job Analysis: A Foundation for Human Resources Management. Lawrence Erlbaum Associates Denisi, A., 1996. A Cognitive Approach to Performance Appraisal: A Program of Research. Routledge Lipiec, J., 2001. Human Resources Management Perspective at the Turn of the Century. Public Personnel Management, 30 Losyk, B., 2002. How to Conduct a Performance Appraisal. Public Management, 84 Rich, J., 2008. Appraising Employee Performance Evaluation Systems. The CPA Journal, 78 Scholtes, P., 1999. Performance Appraisal: State of the Art in Practice. Personnel Psychology, 52 Read More