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` Performance Appraisal Systems take a variety of
forms and are central to Performance
Management Systems.
` Appraisal takes place annually between themanager and the employee. However there are
number of trends that are changing the style and
relationship of the appraisal.
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` One important trend is to hold periodic reviews on
a more regular basis.
` This allows for a more dynamic process of
discussion and adjustment to objectives to counter the criticism that objectives set and reviewed
annually do not fulfill to important aspects of the
process.
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` The objectives should remain relevant and
achievable.
` The process of dialogue allows for relationship
building and coaching that needs to take place.
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` The main purposes for Performance Appraisal
include Evaluating Performances to enable a µrewards¶ formula to
be put into operation.
Auditing to discover work potential, both present and
future, of individuals and teams.
Construction succession plans for corporate replacement
planning.
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Discovering training needs for identifying gaps to be filled
by formal training.
Motivating staff to clarify and offer feedback on standards
and objectives.
Developing individuals advising on, conducting andexplaining work methods to enable individuals to take
responsibility for their own performance, training and
development and working relationships through
feedback, dialogue and information sharing.
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` Control Orientation: In this scheme, an
assumption that a superior is controlling authority.
` This is often perceived by employees negatively.
` The ³them and us´ attitudes are formalized
through power to judge via paperwork, which
seals a view of how well somebody is perceived to
work.
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` This approach works best where clear targets are
available, which can be judged obviously. It
improves a standardized appraisal that is µfelt fair¶.
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` Development Orientation: The development
appraisal does not start from the manager in
control but the need to deal with the uncertainty inthe minds of the employees who genuinely want to
know how they are performing and what the
organization thinks of their contribution.
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` The employees need support to enhance
contribution and match their skills with
organizational needs.` This is a bottom up approach.
` The demand to develop and a learning climate are
likely to evolve from such an attitude.
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` Top-down Schemes: is the most traditional form
of appraisal.
` This emphasizes both subordinate feedback and
the lead on objective setting coming from the top.` The problems faced by this type of appraisal is
that it stresses traditional organizational
hierarchies, there may be lack of impartiality and
favoritism.
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` There can be lack of full knowledge of the
employee in some areas where manager¶s span
of control may be wide.
` To counter the problems an independent reviewer is often asked to review the outcomes to avoid any
potential bias.
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` Self Appraisal: Rarely used, as independent
forms of appraisal but, encourages greater
ownership and participation in the appraisal
scheme through self-reflection and helps ensurefull preparation for the appraisal discussion.
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` In an open environment it allows managers to shift
from a directive, informing style to counseling
style, thereby assisting staff to form objectives and
plans, moving from µtelling¶ and µselling¶ tofacilitating which is seen as a creative and more
effective level of satisfaction and ownership.
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` Upward Appraisal: It is increasingly used to
reflect the growing trend for organizations to
recognize that they have a duty to provide
effective working systems for employees.` Employees are invited to provide managers with a
rating on such dimensions as effective
communication, involvement in decision-making,
clarity of objectives and goals and so on.
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` Peer Appraisal: Involves members of teams
evaluating each other.
` One of the arguments for this type of system is the
pressure to treat internal working relationships asinternal feedback systems to external customer
feedback techniques.
` There are sensitivities involved and careful
development of staff is required in using suchschemes.
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` Multi-dimensional Appraisal: It is also called
µ360- Degree Appraisal¶.
` It is used to collect data from outside the
immediate team and often from external customer feedback.
` Its key advantage is to overcome the criticisms of
impracticalities and lack of knowledge of a single
appraiser.
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` The term refers to the various sources of data:
boss, peers, customers and reporting staff, in
order to achieve a more comprehensive
understanding of the performance relationshipsand retain positive employee relations.
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` Reduction in paperwork
` Clarity of objective setting
` Emphasis on the quality of the review discussion
` Greater involvement of staff in the process
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` Overtime to complete the paperwork
` Vague objectives and inconsistent standards of
objective setting.
` Emphasis on getting the review µover¶ rather thanon the quality of the interview process.
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` Narrow individual orientation that ignores wider
feedback and operating context.
` Failure to integrate appraisal issues within the
wider organizational and operational reality.
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