PERFORMANCE APPRAISAL AND HRM

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Performance appraisal could be defined as a systematic evaluation process of a particular job performed by an individual during a particular period and giving value to its effectiveness whilst providing feedback to the job incumbent. Performance appraisal is an unavoidable element of organizational life. There are many decisions in modern organizations that depend on performance appraisals, and they are widely used in most organizations (Davis, 2001).

Performance appraisal allows organizations to inform their employees about their rates of growth, their competencies, and their potentials. It enables employees to be intentional in creating their individual developmental goals to help in their personal growth.

If used well, performance appraisal is an influential tool that organizations have to organize and coordinate the power of every employee of the organization towards the achievement of its strategic goals (Grote, 2002).

Interviewing plays a major role in performance appraisal. It is the preliminary tool that will help to identify the gap between the assessed employee’s competencies and the job requirements. This interview should be conducted in a proper way, so that the employee and the manager must give time to go through the process.

Today, Hundreds of companies-including Adobe, Dell, Microsoft, IBM, GE, Goldman sachs, New York life, Juniper Networks, and Cisco continue experimenting with new processes, and most are finding great value. The focus has shifted from talking about people to talking with people in open conversations.” Our new performance approach is focused on improving discussions, creating frequent check-ins, and creating a developmental focus, “said Amy berg, director of talent at Adidas group. (Sloan et al, 2017)

The overall objective of performance appraisal is to develop the capacity of employees and exceed expectations and to achieve their full potential to the benefit of themselves and the organization. Performance management provides the basis for self-development but importantly, it is also about ensuring that the support and guidance people need to develop and improve is readily available.

References list

- Armstrong. M. (2014). Armstrong’s Handbook of Human Resource Management Practice. London, Kogan Page.

- Davis, J.S. (2001). Approaches to performance appraisal in student affairs. College Student Affairs Journal, 21(1), 92.

- Grote, R. C. (2002). The performance appraisal question and answer book: A survival guide for managers. New York: American Management Association.

- Sloan, S., Agarwal, D., Garr, S.S. & Pastakia, K. (2017). Delottie Global Human Capital Trends, Delottie University Press.