Performance Appraisals in the Workplace: Use, Types, Criticisms

Evaluating Appraisals

Performance appraisal forces managers to confront those whose performance is not meeting the company’s expectations. During its annual performance appraisal of the employees, the firm has asked its employees identified as underperformers to leave the organisation. Sources said there were more than 500 ‘underperformers’ in the list, this could not be verified. Managers should also be taught and understand commonrater errorsand use another objective leader (i.e., the manager’s boss) to ensure their observations are objective, data-driven, and not biased. Finally, we have to note that we have just scratched the surface of the enormous subject of meta-analysis. Many of the ten appraisal questions above, however, are also relevant for these extended methods. More importantly, we believe that asking the ten questions above will readily equip biologists with the knowledge necessary to differentiate among mega-enlightenment, mega-mistakes, and something in-between.

Evaluating Appraisals

Only clients and those they specifically authorize receive copies of the appraiser’s report. Appraisers must have verbal or written permission from clients to release reports to other parties. Confusion between the terms appraisal and valuation began in the early 1990s when lenders started using the term evaluations , implying that they were not appraisals. The appraisal community and the Appraisal Foundation have addressed this issue at length, and a valuation now is considered equivalent to an appraisal. Thus, the words are used interchangeably, with no difference in meaning.

Evaluating Appraisals

AMS is supported by a Judith and David Coffey Fellowship from the University of Sydney. A number of problems can be identified that pose a threat to the value of appraisal techniques.

  • Ensuring that the dimensions used are clearly stated, meaningful, and relevant to good job performance.
  • Because of this problem, the instrument’s usefulness as a decision-making tool is limited.
  • They will also have access to better training and professional and personal benefits.
  • To make this type of evaluation most valuable , each supervisor should use the same criteria to rank each individual.
  • Performance appraisals also provide an opportunity to discuss and set goals for the coming evaluation period.

Therefore, it was common to see averaging of non-independent effect sizes or the selection of one among several related effect sizes. These solutions are not necessarily incorrect (see ), but may be limiting, and clearly lead to a loss of information . The reader should be aware that it is preferable to model non-independence directly by using multilevel meta-analytic models if the dataset contains a sufficient number of studies . Appraisals are also good tools for planning employee development and setting employee goals. Finally, they are the essential for disciplinary action for underperforming employees.

Employee Strengths to Make Your Company Stronger

These values are often used in meta-analyses in medical and social sciences for interpreting the degree of heterogeneity . However, we have shown that the average I 2 in meta-analyses in ecology and evolution may be as high as 92%, which may not be surprising as these meta-analyses are not confined Evaluating Appraisals to a single species . Accordingly, the reader should consider whether these conventional benchmarks are applicable to the biological meta-analysis under consideration. Finally, it is not uncommon to find situations in which supervisors allow their own personal biases to influence their appraisals.

Evaluating Appraisals

If a static job description is at the root of the inadequacies of performance appraisal systems, what is needed is a different kind of job description. What we are looking for is one that amplifies statements of job responsibility and desired outcome by describing the emotional and behavioral topography of the task to be done by the individual in the job. In still another company, a manager appraising a subordinate’s performance is asked to describe an employee’s accomplishments, neglected areas, goals, and objectives. The manager is told that he is to recognize good work, suggest improvement, get agreement on top priority elements of the task, clarify responsibility, verify and correct rumors, and talk about personal and long-range goals. Every manager has multiple obligations, not the least of which are certain kinds of relationships with peers, subordinates, and various consumer, financial, government, supplier, and other publics. Some of these are more important than others, and some need to be handled with much greater skill and aplomb than others. In some situations a manager may be expected to take a vigorous and firm stand, as in labor negotiations; in others he may have to be conciliative; in still others he may even have to be passive.


The success of a company, irrespective of size, is majorly based on the performance of the employees. Hence, it becomes imperative to track the performance of the employees. Although performance management and performance appraisal are often used interchangeably, they are indeed different terms that play different roles in tracking and enhancing the success chart of any company or organization. Managing and directing employees is a key factor in determining the success or failure of the business. For that reason, every manager understands the importance of measuring their employees’ performance and making sure that they are performing in accordance with the pre-set standards. With this in mind, managers apply performance appraisal techniques in order to examine their employees’ capabilities.

  • Performance appraisals are usually done to give employees big-picture feedback on their work.
  • We refer to the literature and the practices from these ‘experienced’ disciplines where appropriate.
  • The points along the scale are defined by numbers and/or descriptive words or phrases that indicate the level of performance.
  • Retail giant Walmart, uses an extensive MBO participatory approach to manage the performance of its top, middle, and first-line managers.
  • Management by objectives is a management system designed to achieve organizational effectiveness by steering each employee’s behavior toward the organization’s mission.
  • No doubt, there will be some overlapping between behavior and outcome, but the two are qualitatively different.
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