In the conventional performance appraisal, or review process, the manager annually writes their opinions of the performance of a reporting staff member on a document supplied by the Human Resources department. In some organizations, the staff member is asked to fill out a self-review to share with the supervisor.
Most of the time, the appraisal reflects what the manager can remember; this is usually the most recent event. Almost always, the appraisal is based on opinions as real performance measurement takes time and follow-up to do well. The documents in use in many organizations also ask the supervisor to make judgments based on concepts and words such as excellent performance (what’s that?), exhibits enthusiasm (hmmm, laughs a lot?) and achievement oriented (likes to score?).
Many managers are uncomfortable in the role of judge, so uncomfortable, in fact, that performance appraisals are often months overdue. The Human Resource professional who manages the appraisal system finds that the most important roles are to develop the appraisal form, maintain an official employee file, notify supervisors of due dates, and then nag, nag, nag when the review is long overdue.
Despite the fact that annual raises are often tied to performance evaluation, managers avoid doing them as long as possible. This results in an unmotivated employee who feels the manager does not care enough to facilitate an annual raise.
Your Task
1. Identify an effective process to overcoming the inherent issues for all participants involved with most Performance Appraisal processes.
2. Use the textbook, online resources, and the Internet to address your assessment of this issue.
Textbook Readings: Chapter 9-10. (Strategy-driven talent management: A leadership imperative)
Book Link: https://drive.google.com/file/d/1jgPxtXb8KhpeLBO9_p6KnvfkmgBMkHrK/view?usp=sharing