Research paper on performance appraisal

Although sometimes personnel data can be useful adjuncts when judging performance, they are typically not a substitute for more directly related data concerning course, not every job can be neatly reduced to quantifiable data. A recent review of some 153 articles(5) n 1985 and 1989 found that most of the research is conducted laboratory using student subjects, paper people, or video tapes.

There are many ways to judge an employee's performance on the job ranging from objective performance data to global rating scales to more detailed rating scales that represent each of the important aspects of the job. Performance appraisal systems often suffer from design rs receive poor training in appraisal administration and rewarded for accuracy in appraisal.

In most cases, both the employees and management would like to see improved performance on the job. While employees are often expected aged to participate in decisions relating to production ions as part of a total quality management system, they rarely d any meaningful input into the performance appraisal system ly affects teristics of performance appraisal systemsthe dominant format for performance appraisal systems in large rial companies, at least for executives, managers, sional employees, continues to be an objective-based approach management by objectives (mbo).

For the individual, this information usually comes in the form of feedback from a performance appraisal or review. One problem for managers to understand and interpret research that does not seem e it is done in the lab or based on student subjects.

Since most of the appraisal more than ten years old, most managers have not benefitted training. Performance appraisal can also provide the organization with some of the information that it needs in order to make strategic decisions to help it succeed in the for performance appraisal mance appraisal is one of the key functions of an organization's human resources department.

Knowledge, skills and abilities necessary to adequately perform these; criteria that distinguish between acceptable and unacceptable results of a job analysis are typically used in writing job descriptions and setting standards for use in performance mance appraisals need to be based on the tasks that are actually required to be performed on the job rather than on some general impression of the performance of the employee. Journal's  connect to downloadget pdfa research paper on “study of employee’s performance appraisal system”downloada research paper on “study of employee’s performance appraisal system”uploaded byi.

Although one can judge the performance of manufacturing workers, for example, based on the number of widgets they produce per hour, such objective data are not available for every position. This information is used in conjunction with performance appraisal data that provide information regarding the standards to which employees must be able to perform these tasks in order to develop criteria to be used in hiring new employees for the r use for performance appraisal data is to provide objectives for organizational training programs.

Managers may of the permanence of the "paper trail" that appraisal and are often hestitant to commit negative feedback g even when they do not like the individual. Managers hestitate to give unfavorable appraisals for fear appearance of unsatisfactory work by subordinates reflects badly manager's ability to select and develop employees.

The performance standards developed as a product of a thorough job analysis are then used not only to frame the performance appraisal criteria, but also to communicate to employees what kind of behavior will be rewarded (or not rewarded) by the organization. While this could be interpreted that mance appraisal system is accomplishing its merit pay objectives.

To help management make better-informed decisions regarding an employee's performance, it is often necessary to collect subjective, judgmental data regarding performance. For example, one might want to consider the number of days the employee was late to work, excessive days taken off, or other hard data that might be found in the employee's personnel file that address the employee's level of performance on the job.

Justifying other managerial actionsninety-two percent of the firms use appraisal information ining merit pay increases. For example, rather than saying that a salesperson needs to have good customer rapport, the employee would be required to do such things as greet the customer within 30 seconds of entering the store, immediately drop any tasks not directly related to helping customers in the store if a customer needs help, or any other requirement found to be important to good work performance as determined by the job analysis.

Aspart of this philosophy, employees must betrained to use the feedback from the appraisalprocess to manage their own careers. Help centerless log insign research paper on “study of employee’s performance appraisal system”6 pagesa research paper on “study of employee’s performance appraisal system”uploaded byi.

An average of per employee per year is spent on appraising executives rs, six on professional employees, and less than four mpts (these figures include observing and documenting performance,Completing the actual evaluation, and conducting employee ns). Less than 5% of the ly used to determine the final performance rating comes from tions.

However, neither the employee nor the organization can meet these goals unless they know how they are currently performing and can determine what changes must be made in order to improve overall performance. The cognitive process research is fairness and may eventually lead to fairer ratings, because of ts to control the effect of bias.

The three most important issues are: (1) the acceptance of sal system by those being rated; (2) whether employees believe s is fair; and (3) whether employees believe the results are ally, however, only one-third of the organizations in the t attitude surveys of either managers or employees to assess tions of the fairness of appraisal processes or next two most important issues expressed as areas of concern mance appraisal deal with uncertainty regarding the type ck given and the degree to which the appraisal system is a for managing performance. From the employees' perspective, improved performance can be the key to raises, bonuses, perks, and promotions.