Appraise Staff Performance

Appraise Staff Performance

Labor is a crucial aspect of any company. However, investment in a workforce without visible outputs can lead to the collapse of the organization. This scenario is evident through the many failures by state entities due to poor management and low staff output. To avoid these adverse effects, the company or organizations use staff performance appraisal (Bratton, 2015). These are intended to measure the output of employees and assist the organization in labor and product-related decision making.

Effective policies are needed for an effective performance appraisal plan (PAP). A PAP requires both inputs of the management, the human resource, and the employees. As such, an organization should focus n ensuring that proper policies such as elimination of nepotism and favoritism are considered when creating an effective plan (Bratton & Gold, 2017). As a result, the PAP will provide the best results for each employee.

The three most common methods of appraisal include 360 review, top-down, peer appraisal, and self-appraisal. Under 360 review, all managers, peers, and other employees are involved in the review process. This system is useful for small-sized businesses. Self-appraisal requires individual employees to conduct and reporting their appraisal (Brewster & Hegewisch, 2017). This method is effective when understanding whether individual employees’ targets are met or not. Peer review involves assessment by an individual in the same hierarchy. This review is essential for understanding the performance of management and senior administration teams (Bratton, 2015). Finally, top-down appraisal involves an examination of junior employees by senior employees. It is useful for organizations with larger teams.

Performance appraisal enhances the achievement of objectives. An organization should ensure that each employee has personal objectives that align with the company goals. As such, the use of self-appraisal and peer appraisal will push each individual into attaining their own goals. Psychology proves that when individuals understand that there are future assessments, they are likely to increase their output (Walters & Rodriguez, 2017). As a result, leading to them attaining their set goals and objectives.

Performance appraisal enhances improvements in the overall performance of an organization. Each performance appraisal should contain a rewarding process that is open. This process will encourage employee motivation, which will increase their ability and willingness to work extra hard (Walters & Rodriguez, 2017). As such, the motivation will lead to an increase in the output, which will, in turn, result in the organization achieving its objectives, increasing the overall performance of the organization.

Performance appraisal is vital in ensuring that organizations attain their future objectives. Reward and punishment processes function as an incentive towards improving their employee’s performance capacity. (Brewster & Hegewisch, 2017). Employees are forced to work as a unit and increase their performance. Secondly, an increase in individual employee performance leads to an overall improvement in an organization’s performance. Over a period, these efforts will translate to overall growth in the output of the organization (Bratton J., 2015). Thus, ensuring both the organization and individual attain their future goals and objectives.

An appraisal utilizes the principle of human behavior to develop practice. By understanding how an individual behaves, the HR departments can create a program that will enable the employees to grow their business practice (Bratton J., 2015). For instance, consider an employee who does not understand the importance of personal and business etiquette. However, he or she is vibrant when it comes to performance. Since the company would not want to dismiss a performing individual, they may use peer appraisal to force the employee into learning and advancing better business etiquette (Walters & Rodriguez, 2017). As such, performance appraisal can propel an individual into creating practice.

The most critical difference between performance management and disciplinary process is that performance management positively influences the employee’s motivation. Others include, performance management’s purpose is to help the employee improve his or her work, while disciplinary targets on disciplining an errant employee for misconduct. More so, underperformance management, all employees’ cases pass through the warning stages while in disciplinary processes, some cases warrant summary dismissal (Bratton J., 2015). Performance management focusses on employee output while disciplinary control gives focus to the behavioral and interactions of the employee. This consideration includes the following code of conduct and procedures.

There are three main theories of power. They include pluralism, which shows that decision making is mostly placed on the highest framework of an organization. However, it is easily influenced by outside sources, the elite theory in which power is located in a small minority who influence the decision-making process, and the Marxist theory where power is concentrated not in specific classes among the people (Walters & Rodriguez, 2017). These theories have a direct impact on how an appraisee associates with the appraiser. For instance, if the appraiser is the chief executive officer, the Marxist theory will apply since all power is focused on the CEO (Bratton., 2015). If the appraisal process is a peer appraisal, the elite theory will apply. Since the appraiser will be a small minority group

In the appraisal process, Managers must ensure that it is fair and follows the needs of the organization. Decisions should not be made based on personal desires but preferably on the desires of the involved organization. In turn, this formula will allow for a coherent and perfect appraisal system. There should be restrictions on the use of power with little or no focus given on personal needs and friendships during the rewarding process.