The world is an economic jungle. here we will learn about performance appraisal review phrases So every organization has to fight for survival. Only the fittest will be able to move forward with confidence.
To stay on top, organizations are forced to put their best foot forward. Rare inputs have to be channeled in the best possible way.
This is where the contribution of human resource is going to make a big difference. Material and financial resources should be put to productive use. And this is possible only when an organization is able to attract and retain talent. Appropriate rewards should be instituted.
Jobs with stretch pulls and challenges should be tailored to the employee’s expectations. Growth opportunities should be implemented. The best performers should be selected for appreciation and their contribution should be rewarded appropriately.
It is simply not enough to measure the job relevant strengths and weaknesses of the individuals and teams working in an organization through annual performance appraisal review plans. Organizations need to go a step further to ensure employees consistently perform well.
Meaning of performance appraisal review
In the rapidly changing trend towards globalization, today many organizations are working hard to modernize themselves. One of the most important hallmarks of a modern organization is a performance appraisal review system.
performance appraisal review is the systematic evaluation of an individual with respect to their performance on the job and their potential for development. It is defined as “the process of evaluating the performance of an employee with reference to his needs”.
performance appraisal review is also regarded as “the process of establishing or judging the value, excellence, qualities or status of an object, person or thing”. Often, such evaluations are labeled as “ratings”, where a person, after comparison with another, is ranked or rated as “excellent, normal or average”.
performance appraisal review is also known as employee appraisal, employee efficiency rating, performance rating, competency rating, employee development program, development report, personnel development or progress record or report, personnel performance record, employee progress report, employee service rating, personnel rating, employee is referred to as. Capacity rating, and they all mean the same thing.
It is a systematic, systematic and objective way of evaluating the present and potential utility of employees to the organization. As stated in the beginning, the performance appraisal review system is considered to be the hallmark of modern organizations and not only in western countries but also in India more and more organizations are trying to systematically evaluate the performance of their employees.
Employee appraisal or appraisal techniques are believed to have been used during World War I, when Walter D. At Scott’s example, the US military adopted the man-rate rating system for evaluating military personnel. Subsequently, during the 1920s, the policy adopted was to give grade pay increases to hourly paid workers in industrial units based on merit.
These annual assessment plans were called “merit rating programs”. By the mid-fifties, most of the employee evaluation schemes followed rating scales and there was a heavy emphasis on individual traits. After 1950, attention was drawn to the performance appraisal review of professional, technical and managerial personnel. The performance appraisal philosophy has seen a drastic change in recent years.
Employee evaluation techniques are said to have been first used during World War I, when the US military, at the example of Walter Dill Scott, adopted a “man-to-man” rating system for evaluating military personnel. During the period 1920-30, rational wage structures were adopted for hourly paid workers in industrial units.
Under this system, the policy of granting grade increment based on merit was accepted. These early employee schemes were called merit rating programs, which continued to be called until the mid-fifties.
An effective evaluation system should have the following essential characteristics:
Reliability and validity:
The evaluation system must provide consistent, reliable and valid information and data that can be used to defend the organization, even in legal challenges. If two evaluators are equally qualified and competent to employ an employee with the help of the same evaluation technique, then their ratings should be agreed with each other.
The appraisal technique should measure the performance and provide information in the activities/areas related to the job.
Appraisal forms, procedures, techniques of administration, ratings etc. should be standardized as evaluation decisions affect all employees in the group.
Techniques must be practically feasible, feasible and economical to implement consistently.
The laws of the land have to be met for the appraisal to take place. They should comply with the provisions of various acts relating to labour.
Training of Appraisers:
Since evaluation is important and sometimes difficult, it would be useful to provide training to the appraisers. Considering certain insights and ratings, evaluating and conducting evaluation interviews. Familiarity with rating errors can improve rater performance and inject the confidence needed for evaluators to look more objectively at performance ratings.
Most employees want to know how well they are performing. A good evaluation system provides the necessary feedback on an ongoing basis. The assessment interview should allow both parties to learn about gaps and prepare themselves for the future.
To this end, managers must clearly state their performance expectations to their subordinates prior to the evaluation period. Once this is known, it becomes easier for employees to learn about yardsticks and, if possible, try to improve their performance in the future.
Employee’s access to results:
Employees must know the rules of the game. They should get adequate feedback on their performance. If the performance appraisal review is meant to improve the performance of the employees, no purpose would be served by withholding the appraisal result. Employees simply cannot perform better without access to this information.
It is then recognized that formal procedures should be developed to enable employees who disagree with the results of the evaluation (which is considered to be incorrect or unfair) to be evaluated. They must have the means to pursue their grievances and address them fairly.