Performance Appraisal Critique
Introduction
Performance appraisal is a method which is increasingly used to evaluate employees to determine the degree to which they are performing effectively and encourage them to direct their energies towards organizational performance. Although the appraisal is being practiced, there are criticisms made against the system which generally arise from within the Orthodox and radical management frame work.
This essay outlines the orthodox and radical critiques respectively and suggests whether 360◦ feedback offers a means of overcoming the traditional limitations of appraisal system. The essay is organized into the following: Orthodox critiques, radical critiques, 360◦ feedback appraisal, conclusion and reference.
Orthodox Critique
These critisms do not challenge the underlying managerially defined purpose of appraisal, but rather they seek to remedy the imperfections and implementation of different appraisal systems (Bach 2006:300).The argument is more about the practicalities and the main issue is whether performance appraisal is fair and accurate (G.A.Cole 2002:301)
The first problem concerns the inherent conflicting purposes of the appraisal. Based on Drucker’s understanding that to ‘appraise a subordinate and his performance is part of the manager’s job. Indeed unless he does the appraising himself he can not adequately discharge his responsibility for assisting and teaching his subordinates (G.A.Cole 2002:301), and the understanding of McBeath & Rands 1976 (GA Cole 2002:301), that equitable salary relationships depend on sound job classification, periodic salary surveys of competitive levels, employee appraisal and effective salary planning, appraisal is also used to influence compensation and rewards, the appraisal is seen to have conflicting purposes and if it is designed in such away that it is simultaneously multipurpose bound, both the appraiser and the appraisee are put in dilemma. On the part of the manager, it becomes difficult to combine
Performance appraisal is a method which is increasingly used to evaluate employees to determine the degree to which they are performing effectively and encourage them to direct their energies towards organizational performance. Although the appraisal is being practiced, there are criticisms made against the system which generally arise from within the Orthodox and radical management frame work.
This essay outlines the orthodox and radical critiques respectively and suggests whether 360◦ feedback offers a means of overcoming the traditional limitations of appraisal system. The essay is organized into the following: Orthodox critiques, radical critiques, 360◦ feedback appraisal, conclusion and reference.
Orthodox Critique
These critisms do not challenge the underlying managerially defined purpose of appraisal, but rather they seek to remedy the imperfections and implementation of different appraisal systems (Bach 2006:300).The argument is more about the practicalities and the main issue is whether performance appraisal is fair and accurate (G.A.Cole 2002:301)
The first problem concerns the inherent conflicting purposes of the appraisal. Based on Drucker’s understanding that to ‘appraise a subordinate and his performance is part of the manager’s job. Indeed unless he does the appraising himself he can not adequately discharge his responsibility for assisting and teaching his subordinates (G.A.Cole 2002:301), and the understanding of McBeath & Rands 1976 (GA Cole 2002:301), that equitable salary relationships depend on sound job classification, periodic salary surveys of competitive levels, employee appraisal and effective salary planning, appraisal is also used to influence compensation and rewards, the appraisal is seen to have conflicting purposes and if it is designed in such away that it is simultaneously multipurpose bound, both the appraiser and the appraisee are put in dilemma. On the part of the manager, it becomes difficult to combine