Many company regularly administers performance appraisals to evaluate an employee's current or past performance relative to his or her performance standards. This process involves an employer (1) setting work standards; (2) assessing the employee's actual performance relative to these standards; and (3) providing feedback to the employee with the aim of motivating that person to eliminate performance deficiencies or to continue to perform above par. (Dessler, 1999). If the appraisals are conducted fairly and constructively, the technique can be very beneficial in helping an employee grow in skills and become more promotable. Unfortunately, many performance appraisal rating come to a surprise to an employee due to the lack of communication from their supervisors. This is what stood out in my survey, when asked fellow employees how they felt about the performance appraisal procedure.
My company issues a Performance Measurement Plan (PMP) at the beginning of each year to set the expectations for the organization as a whole as well as personal objectives and standards for the individual. This is also called Management By Objectives (MBO). The organization expectations are usually quantified in total sales, reduction of overall costs and bottom line profit. The employees know that indirectly they can affect these areas by their sales goals and expenditures.
The personal objectives are more micro managed, and unless reviewed periodically can be overlooked or, as in the case of my survey, mistakenly felt their objectives are being met satisfactorily. One employee felt she was meeting all of her objectives and when it came time for the semi-annual review, she realized one of her objectives had a deadline, which was missed. She had missed the deadline because of another urgent priority given to her by her supervisor. But she failed to bring up the performance objectives to her superior and inquire as to whether or not she... [continues]
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