Performance Appraisals Essay example

991 Words Mar 1st, 2013 4 Pages
Performance Appraisals: Advantages and Disadvantages

BUS303: Human Resources Management
Instructor: Rhonda Bunce

When doing anything meaningful, humans have a natural desire to know how they are performing. In particular, if they are doing a job, they need to know if they are doing horrible, great, or somewhere in between. One of the best potential ways of providing this feedback is through the use of performance appraisals. By definition, “performance appraisal is the process through which employee performance is assessed, feedback is provided to the employee, and corrective action plans are designed.” (Youssef, 2012) If properly designed and administered, a performance appraisal can provide a great benefit to the
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In those reviews, the supervisor must focus on exact accomplishments rather than simply generalized statements. By doing this, the supervisor can precisely identify how the employee has been doing with respect to the required goals, as well as specific strengths and weaknesses. Depending on exact situations, this could also be used as a disciplinary action tool if the employee does not comply with the requirements of the position. Without this tool, it is difficult to gauge an employee’s performance because there is no data to show positive or negative actions. One must be careful when administering performance appraisals. Many times, bias can prevent an appraisal from being a true representation of an employee’s performance. Though some biases are not intentional, they can still be harmful in the same manner as those that are intentional. Some examples of biases noted in performance appraisals are recency bias (focusing more on recent behaviors), leniency and strictness bias (being too soft or too tough, regardless of performance), halo effect bias (rating a person’s overall performance on one or two traits), central tendency bias (rating everyone not too good but not too bad), compare/contrast bias (basing someone’s performance on another employee’s performance), and length of employment bias (basing a rating on a person’s time with a company). Through

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