Workers worldwide believe their employers have not provided the appropriate focus or level of management that would lead to increased productivity, nor have they connected individual performance to organizational goals. Jamie Gruman and Alan Saks wrote an insightfull article on performance management and employee engagement in the Human Resource Management Review. The result is that in many cases executives do not support performance appraisals and so the practice falls by the wayside. Human resource managers are dissatisfied because the performance systems are typically time consuming, bureaucratic, paper driven, top down and often have little reference to organizational goals.
Her five-year performance record is exemplary. She is the highest rated instructor in her ten-member team.
When it came to performance appraisals, Olivia enjoyed the complete confidence of her former manager. Appraisals were informal and collegial — a yearly housekeeping matter that lasted less than 30 minutes from start to finish. Face time with her new manager was minimal, but Olivia remained unalarmed given the absence of negative feedback and complaints.
Even when the new performance planning and review system was announced, Olivia was at ease. She had no cause for concern. Her past performance and reputation were impeccable. After a few opening pleasantries, he handed Olivia the completed appraisal and began to sell his assessments on each performance dimension without inviting Olivia to comment or provide input.
There was no mention of her self-appraisal or her development goals. She received an overall satisfactory rating with two documented incidents by disgruntled trainees for poor course organization and delivery. Olivia sat in stunned silence as the remainder of the appraisal was read without mention of her past years of loyal service and successful job performance.
He assigned new performance goals and standards, including a 25 percent increase in classroom contact, and recommended a three percent raise — the lowest of her five years with the company. Reasons Employees Dislike Performance Appraisals Performance appraisal is a yearly rite of passage in organizations that triggers dread and apprehension in the most experienced, battle-hardened manager.
Employees on the receiving end of appraisals do not always look forward to them. In fact, research and practice demonstrate that employees enjoy performance appraisal about as much as a trip to the dentist, but at least the dentist gives them something for the pain! Consider the reasons why employees dislike performance appraisals.
Rating Bias Employees dislike performance appraisal because managers do not always rate them on objective criteria.
Experts call this problem rater bias. When managers include nonperformance factors like race, gender, hair color, etc. Employees react with reduced job satisfaction and turnover. These various forms of appraisal bias serve as a major source of EEO complaints and court cases.
Rating bias occurs with the contamination of appraisal ratings by non-performance related factors. Prime examples include person characteristic bias race, gender and agepersonal relationship contamination liking or dislikingand failing to gather a representative sample of performance.
Recent research suggests other well-known sources of bias include the negative affect of employee and rater impression management. Managers often feel resentment toward the pandering employee, affecting their ability to rate fairly.
Another factor confirmed by research is the influence of mood on performance appraisal ratings. When the manager or supervisor is in a bad mood, he or she is a much more conscientious performance rater and more attuned to employee mistakes and problems.The variables that are associated with perceptions of performance appraisal system acceptance were investigated.
Employee acceptance is a critical factor in the development of an effective system.
This study is congruent with recent research that emphasizes the importance of process variables over technique and instrumentation. The results indicate that perceived rater and ratee performance appraisal system acceptance explains the greatest amount of the variance in perceived appraisal system effectiveness.
Why Employees Dislike Performance Appraisals Gary Roberts and Michael Pregitzer Full Article - PDF. Olivia is a highly successful software trainer at BX Corporation. Her five-year performance record is exemplary. She is the . Maximizing Performance Appraisal System Acceptance: Perspectives from Municipal Government Personnel Administrators Gary E.
Roberts Gary E. Roberts is an assistant professor of public administration at Florida International University with a research focus on human resources management and organization theory.
Nov 22, · Maximize Performance (Part 2 of a 10 part series on how managers can improve employee engagement) According to Aon Hewitt’s most recent report Trends in Global Employee Engagement, the largest drop in engagement this year is employees’ perception of how companies manage metin2sell.com: David Zinger.
positively affected the relationship between performance appraisal and employee’s performance. Divisional banks can use appraisal system as a strategic approach by integrate it with business policies and HR practices and can improve the performance standers of its employees.
Keywords: Performance appraisal, Motivation, Employee’s .