Performance Appraisal

Human Resource Management | March 13

2012

|

What does research tell us about the fairness and accuracy of the appraisal process? | 1103521B |

(Derven, 1990) “appraisal process is so inherently flawed that it may be impossible to perfect it”. While (Lawrie, 1990) view it as "...the most crucial aspect of organizational life". (Redman & Wilkinson, Human Resource Management: A Contemporary Perspective, 2006) For years, HR professionals have yearned for evidence to show that people were really the most important asset a company had and that good HR practice delivered in terms of organizational performance. By the mid-1990s their prayers appeared to have been answered in that a growing number of studies appeared to demonstrate just that. (West, et al., 2002) Well cited studies showed that particularly the extent and sophistication of appraisal systems and training were associated with lower patient mortality. (Huselid, 1995) (Kinnie et al, 2005) The adoptation of such HRM practices pays in terms of where it matters the most, the bottom line.

Introduction:

(CIPD, Chartered Institute of Personnel and Development , 2011) Performance Appraisal (PA) in simple words is the method of evaluating an individual employee’s job performance by a line manager. One of the important aspects of performance management (PM) is PA and in itself is not PM. PA is one among various tools available to manage performance. (Kersley et al., 2006) It’s a Principal tool for “evaluating and managing employee performance”. An employee’s weakness & strength, failure & successes and promotion suitability or requires extra training can be analyzed using PA. (Redman, Performance Appraisal, 2006) The practice of performance appraisal has undergone major changes over the last decade or so. In the main, developments have been driven by large-scale organizational change rather than theoretical advances in PA study. Change in payment system s have also fuelled he growth and development...