Performance Appraisal

 

1.0 INTRODUCTION

Appraising the performance of individuals, groups and organizations is a common practice of all societies. According to G.A. Cole, employee performance appraisal is one out of only three (3) of the numerous personnel functions that evaluates the employee as individuals. In the Nigerian parlance it
is known as confidential report which is done by the Manager/Supervisor without the knowledge of input by the employee being appraised and at another time as “an open performance appraisal” system. While in some instances these appraisal processes are structured and formally sanctioned in-other instances, they are informal and integral part of the daily activities. 

2.0 OBJECTIVES

At the end of this note, you should be able to:

· define the concept of performance appraisal

· list the reasons for which appraisals are done

· recognize an appraisal form

· construct a rating scale for employee appraisal

· conduct an appraisal interview. 

3.0 MAIN CONTENT

3.1 Definitions and Scope Definition:

Performance appraisal is a method of evaluating the behavior of employees in a work organization which normally includes quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make-up an individual’s job. Under performance appraisal, he evaluates not only the performance of a worker but also his potential for development.

Scope: Seen in the light of the definition above, performance appraisal has quite a number of factors in it to be considered.

Firstly, it is an appraisal of the employee’s capabilities and potential capabilities. It is a rating of an employee’s trait.

Secondly, it is an assessment of data on work done.

Therefore it is not an appraisal of an individual’s trait alone but an objective measure of work done, wrong facts and figures. Taking these two factors together performance appraisal can be seen to be concerned with assessment of both behavior and performance.

Thirdly, it has an aim, which is to allow decision to be made in relation to training, development, promotion and increment in salary.

3.2 Reasons for Appraisal

 Reasons for Performance Appraisal

 - To provide information about the performance ranks based on which decisions regarding fixing of salaries, confirmation, promotion, transfers and demotions are taken.

- Provide feedback information about the level of achievement and behavior of subordinates. This information helps to review the performance of the subordinates rectifying performance deficiencies and to set new standards of work if necessary.

- Provide information which helps to counsel the subordinates. - Provide information to diagnose deficiency in employees regarding skill knowledge, determine training and development needs and to prescribe the means for employee growth. - Provides information for correct placement.

– To prevent grievances and in disciplinary action.

 In summary, the reasons for appraisal is to draw attention to present performance in the job inorder to: a. Reward people fairly b. To identify those with potentials for promotion or transfer.

 3.3 Difficulties with Appraisal

As noted earlier performance appraisal is an intricate and complex affair. A. G. Cole cites three difficulties concerning both accuracy and fairness of approaches.

They are:

· The construction of the appraisal

· The style in which the appraisal is done

· The culture of the organization.

 3.3.1 The Appraisal Document

 The target of appraisal can either be performance or behavior of an employee. The instrument or document use for appraisal, usually indicates what is that is being appraised. A.G. Cole gives the characteristics of forms which seek information about the person rather than about his performance as:

(i) Generalized criteria.

(ii) Generalized ratings of performance

(iii) Individual qualities rather than results

 (iv) Box ticking as a method of performance  

Appraisal Styles

There are three basic approaches to appraisal interview, they are as follows:

(1) Tell and Sell Approach: Here the manager tells his subordinates how he is doing, and endeavours to persuade him to accept what has been decided for him in terms of improvement.

(2) Tell and Listen Approach: Where the manager tells his subordinates how he is doing, but then sits back and listens to the individual’s point of view both about the appraisal and about any follow up action required.

(3) Problem -Solving Approach: Here the manager effectively puts aside the role of the judge inorder to join the subordinate in mutual reflection on progress and mutual discussion about required action.  

3.3.2 Rating Scales in Performance Appraisal

Whichever factor is being measured here – behavior or performance appraisers still have to measure individual performance which they do by the use of one or more scales. Linear / Graphic Rating Scales

Dig

2. Behavioral Scales: This type of appraisal seeks information about the employee rather than his or her performance.

3. Free written Reports: Here, the appraiser writes essay type answers to question set on the appraisal of documents.

3.3.3 Appraisal Interviews

This is a face-to-face meeting the employee and his manager or supervisor. Its aim is to discuss the subject of each item on the appraisal form. This is related to open rather than the confidential appraisal method. It has a number of objectives. - To evaluate the subordinates recent performance

- To formulate job improvement plans

- To identify problems and /or examine possible  opportunities related to the job.

- To improve superior and subordinates.

- To provide feedback on job performance to the employee.

- To provide rational for salary reviews

- To identify potential performance/possibilities for promotional or transfer.

- To identify training and development needs. 

4.0 CONCLUSION

 This note has dealt with critical sensitive personnel functions. Here appraisal rates both behavior and performance. The role of appraisal interviews that brings about a close relationship between the superordinates and the subordinates. 

5.0 SUMMARY

This note covers the definition, scope and the format of appraisal as well as style.