University of Phoenix
Performance Appraisal Survey Analysis
Employee performance is usually best evaluated by means of a standard form followed by a superior-subordinate discussion. Through feedback provided during this discussion, the purposes of the performance appraisal are served. How effectively they are served depends on how the appraisal form is designed and how the discussions are conducted. Performance appraisals have become a fact of organizational life. Recent research estimates that over 90% of all large organizations in the U.S. employ some form of systematic employee appraisal and review (Locher, Teal 1988). This widespread use can be attributed to human resource specialists, academics and consultants who proclaim that performance appraisal is a critically needed tool for effective human resource management. This is based on the belief that an effectively designed, implemented and administered performance appraisal system can provide the organization, the manager, and the employee a multitude of benefits. The literature on performance appraisals generally suggests that the appraisal process can 1) increase employee motivation and productivity, 2) provide a solid basis for wage and salary administration, 3) facilitate discussions concerning employee growth and development, 4) provide data for human resource decisions and 5) provide managers with a useful communication tool for employee goal setting and performance planning (Cascio, 1987). The merits of the formal appraisal process are numerous and attractive to any organization considering their use. In practice, however, the problems associated with the design and implementation of formal performance appraisal systems are well documented and continue to frustrate both practitioners and academics. Organizations continually struggle to find an "ideal system" that will be accepted by managers and subordinates alike and also fulfill the...