Performance Appraisal

and Outcomes

Student’s Name
Institutional Affiliation
 Introduction

 Performance appraisals are critical to the lifeblood of a
company.
 The appraisals can be carried out by superiors, peers,
customers, or subordinates.
 Importantly, appraisals give an organization a valuable
channel for evaluating the workforce, feedback, and
evaluating developing a reward system.
 Some of the interrelated aspects of performance appraisal
addressed here include elements and processes of
assessment, evaluation, development, and best practices.
Appraisal Process

Reflect

Set
Reward
Goals

Feedback

Develop
Review learning
plan
Performance Evaluation

 Conducting the
performance appraisal
is part of the
organization’s core
competencies.
 Conducting the
evaluation is to
facilitate information on
the employees’ value
and productivity.
 Self Appraisal

 Self appraisal may be difficult
to conduct as it involves a
personal reflection of one’s
work.
 However, it is necessary for the
employees to give clear
perspectives of their thoughts
about their roles.
 Employees are in a better
position to engage on what
works best for their
productivity and their
limitations.
Manager Appraisal

 Manager appraisals
essentially involves
employees giving their
stance on the performance of
their managers.
 The evaluation may also
involve the managers giving
their views on the
performance of the
employees.
 In this capacity, both types of
appraisals will be put to use.
 Learning and Development Plans


 It is important that through the appraisal process that the
management puts in place measures that are bound to improve and
develop the performance of the employees.

 The development plans in this regard may include more

training sessions and even face to face learning courses
where the employees gain certification.
Frequency and Purpose of Appraisal

 Performance evaluations are
to be conducted every
quarter of the year to assess
how performance is
impacting on the overall
organization.
 The organization intends to
use the appraisals as ground
for improving the
performance of the
organization by establishing
better internal practices.
Activities in Completing the Appraisals


 Reflect
 Examining why the job exists
 What results have been produced
 What were the challenges
 How to adapt to the changes
 Set Goals
 Employees will set goals for their performance.
 Managers to evaluate the consistency of the goals set with the
employees’ roles.
 Learning and Development Plans
 The management establishes training and education plans for the
development of the employees’ skills and expertise.
 Cont’d

 Review
 A proper analysis of the appraisals given are
conducted
 Feedback
 Constant feedback is provided at all levels of the
evaluation process
 Reward
 The outcomes of the review process may result in
bonuses, salary increases and other non-financial
rewards.
 References

 Bicudo de Castro, V. (2017). Unpacking the notion of subjectivity:

Performance evaluation and supervisor discretion. The British

Accounting Review, 49 (6): 532–544.

https://doi.org/10.1016/j.bar.2017.08.003

 D'Souza, J. & Gurin, M. (2016). The universal significance of Maslow's

concept of self-actualization. The Humanistic Psychologist. 44 (2)

 References

 Eva, N., Meacham, H., & Schwarz, G. (2018). Is Co-Worker Feedback

More Important than Supervisor Feedback for Increasing Extra-

Role Behaviors?. Academy of Management Proceedings, 2018 (1):

11942). https://doi.org/10.5465/AMBPP.2018.11942

 Schultz & Schultz, D. (2010). Psychology and work today. Prentice

Hall. ISBN 0-205-68358-4

 References

 Selden, S. & Sowa, J. (2011). Performance management and

appraisal in human service organizations: Management and

staff perspectives. Public Personnel Management, 40(3), 251-

264.