Anandita Singh C 34 MMS-II, Sem. III (HR) LEGAL AND ETHICAL PERSPECTIVES IN PERFORMANCE APPRAISAL 1. Legal Perspectives i Per!

!"r#a ce Appraisal$ It is important for a manager to realize that performance appraisal becomes a legal issue whenever it is used as the basis for an employment decision, including promotions, pay raises, selection for training programs, etc. Many laws exist to enforce the requirement that the evaluation of work behavior be based on objective, job related criteria so that an individual!s employment situation is not unjustly affected because of the manager!s stereotypes or biases. "ollowing is the #ystem Model of $erformance %ppraisal which shows that the legal consideration is one of the most important aspects of $erformance %ppraisal #ystem.
S ystems Model of Performance Appraisal

AS ystems Perspective of Performance Appraisal

Identify Goals

Legal C onsideration

Develop or S elect Performance Appraisal Instrument

T rain Mgrs to R educe Rating E rrors

R ecord or! "e#aviors

E valuate E mployees

C onduct Intervie$

E valuation of Performance Appraisal S ystem

F"ll"%i g are s"#e "! t&e Legal Aspects "! t&e Per!"r#a ce Appraisal S'ste#$
&. $erformance appraisals should not be used in a merely punitive or retaliatory fashion.

It is grossly unprofessional for a manager or supervisor to use the appraisal process to 'get even' with an employee who has displeased or upset them in some way.

(. %ppraisals should not be used to discriminate against employees on the basis of race,

religion, age, gender, disability, marital status, pregnancy, or sexual preference.

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$erformance appraisal results should be fair, accurate and supported by evidence and examples. "or instance, if an employee has poor interpersonal skills and is harming morale and group performance, the supervisor might keep a log of incidents. *o workers may be interviewed and their views and reactions recorded. +he nature and effects of the employee's behaviour should be documented.

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%n employee should have the opportunity to comment on their appraisal result, to express their agreement or otherwise, and to appeal the result or at least request a review by up line supervisors.

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%ppraisals should be balanced, recording information on both the good and the bad aspects of an employee's performance .as far as possible/.

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%ppraisals results should not be used as the sole basis for promotion, remuneration or termination decisions. % broad range of information should be considered, in which the employee's appraisal results may be significant but not necessarily conclusive.

1. 2mployees who receive a poor performance appraisal result should be given a

reasonable chance to improve. 3enerally speaking, it is a bad idea to dismiss, demote of otherwise penalize an employee because of a single adverse appraisal result .depending of course on the nature and seriousness of the conduct that underlies the poor result/.

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+imely feedback should be provided, especially to marginal or poor performers. It is not fair to offer zero feedback to a poor performer for twelve months and then present them with a bad appraisal. More frequent feedback and guidance should be provided to the 2mployees. % fair chance should be given to the 2mployees to correct the problem in a timely manner.

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6ecords should be retained. If an employee believes they have been dealt with unfairly, they may have rights to instigate legal action years later. In the case of poor performers, or persons dismissed or demoted, or those who resign or leave in less than happy circumstances, their appraisal records, together with critical incident logs and other relevant documents, be archived indefinitely.

&7. If an appraisal result is poor .or in any way likely to be controversial or provocative/,

an objective third party should be hired for their views on whether the appraisal result seems fair and reasonable.

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%ppraisals should avoid inflammatory and emotive language. It should be of detached and dispassionate style. +he criticisms should relate to actual job requirements and not based on mere personal or other irrelevant issues that have little or no connection with actual job requirements.

&(. Managers and supervisors required to conduct staff appraisals should be trained in

appraisal principles and techniques. *onducting performance appraisals is one of the most demanding of all supervisory activities. It is a sensitive and sometimes controversial task which, if mishandled, can cause serious damage to employee relations and morale.

&). %ppraisal results should be treated as private and confidential information. 6ecord

storage should be secure and controlled. 8nly people with an approved need to know should have access to an employee's performance appraisal information.

(. Et&ical Perspective i Per!"r#a ce Appraisal S'ste#$

$erformance %ppraisal lends itself to ethical issues. %ssessment of an individual!s performance is based on observation and judgement. 96 Managers are expected to observe the performance .or understand the potentials/ in order to judge its effectiveness. :et, some 96 Managers assign performance appraisal based on unrelated factors .for example, the employee is not loyal to the rator, or the ratee belongs to a different cast or religion/. 2thics should be the cornerstone of performance evaluation, and the overall objective of high ethical performance reviews should be to provide an honest assessment of the performance and mutually develop a plan to improve the ratee!s effectiveness. Many managers talk about ethics but do not recognize or act upon ethical issues in their day to day managerial responsibilities. Most ethical questions arise from people relationships within the organization. Managers must realize that ethics is the process of deciding and acting. 6ecent survey results in one large organization indicate that only (0; of managers believe they are recognized and reinforced for their ethical decisions and behaviors. 2mployees have a big stake in the way managers evaluate and operate. Managers and nonsupervisory employees alike cite concern about <politics and lack of fair treatment, honesty, and truthfulness< in connection with the performance review. 2xperience has clearly indicated that the handling of performance review sessions is usually far more critical than the decision made or information conveyed in the session. "requently, when unsuccessful candidates for promotions are notified of the decision that someone else has been selected they are not told why. 8ften they are not told anything, usually because the managers or supervisors do not feel equipped or skillful enough to explain the reasons in a systematic and rational way. #ometimes, major miscommunications occur in performance review sessions due to basic differences in ethical orientation. "or example, the reviewer may say, <+hat report is a requirement, and we need to follow the rules of the organization.< +he person being reviewed may reply, <I make a significant contribution to this organization, and I don't have time to prepare reports that no one looks at. =udge me on what I accomplish.< >hat is going on here? +he reviewer is concerned with decisions and actions that conform to basic principles and rules .adherence/. +he employee appears to be oriented toward the outcome the ends justify the means .results/. +hey are talking on two different, nonconnecting planes. @nless the employee and the reviewer are successful in negotiating an ethical balance, each may view the other as taking unfair shots and the battleground will be the performance review process.

Bibliograph And !ebliograph "

&. %rcher Aorth B %ssociates www.performance appraisal.com (. 9uman 6esource %nd $ersonnel Management C Dy E %shwathappa, $ublicationF +ata Mc3raw 9ill.

). +he ethics of performance appraisal Dy %xline, Garry G. $ublicationF #%M %dvanced Management =ournal. httpFHHwww.allbusiness.com