Hi all..I was wondering if anybody can answer this question I have about performance appraisal..The question is "How can there be a conflict in purposes of performance appraisal?"..Hope somebody can help me out..Any reply would be appreciated..Thank you :)
From Brunei Darussalam, Bandar Seri Begawan
From Brunei Darussalam, Bandar Seri Begawan
Dear Robin,
The conflict in Performance Appraisals arises not because of Performance Appraisals but due to the rewards and punishment(losses) attached with it.
The rating is usually taken as the base for Promotion, Increments, Benefits and other Incentives for any employee, so any adverse rating effects an employees future in an Organisation as well as the career. Hence, whenever PA is done conflicts arises because of the following reasons:
(1) Highhandedness, Nepotism, Prejudice, Favouritism or Victimisation by the Appraisor.
(2) The Results are almost in all cases use in punitive action(eg. Witholding increment) and not Corrective Action (Through Training and Development)as the case must be.
(3) Faulty and Vague PA System
The best way to avoid a conflict is to devise a transparent and fair PA System with an aim to develop Human Resources and not to use it as tool for witholding benefits to employees which they would otherwise have been eligible.
Regards,
SC
From India, Thane
45The conflict in Performance Appraisals arises not because of Performance Appraisals but due to the rewards and punishment(losses) attached with it.
The rating is usually taken as the base for Promotion, Increments, Benefits and other Incentives for any employee, so any adverse rating effects an employees future in an Organisation as well as the career. Hence, whenever PA is done conflicts arises because of the following reasons:
(1) Highhandedness, Nepotism, Prejudice, Favouritism or Victimisation by the Appraisor.
(2) The Results are almost in all cases use in punitive action(eg. Witholding increment) and not Corrective Action (Through Training and Development)as the case must be.
(3) Faulty and Vague PA System
The best way to avoid a conflict is to devise a transparent and fair PA System with an aim to develop Human Resources and not to use it as tool for witholding benefits to employees which they would otherwise have been eligible.
Regards,
SC
From India, Thane
Hi again..I'm still trying to figure out about this "conflict" in purposes in performance appraisal..I've been doing a lot of reading about this..Most of it said the main conflict in purposes is the appraisal roles vs. developmental roles..This is where I get confused..Can anyone elaborate more on this for me? Human Resource Management is kinda new to me..Sorry if I've been pressing too much on this..Hope somebody can help me on this..Thanks in advance :)
From Brunei Darussalam, Bandar Seri Begawan
From Brunei Darussalam, Bandar Seri Begawan
Does you question mean what is the purpose of performance appraisal?
As far as I can see, PA has 2 main purposes:
1. Reward Management, i.e., increments, promotions, bonus etc, and
2. Development Objectives, i.e. to find the weak areas and improvement opportunities.
Sometimes, one area is more dominant than others. Take for example forced ranking system in performance appraisals. People are placed into particular categories or forced, if you will. The focus in such a case is usually on the disbursement of increments / rewards, i.e. only 50% of the employees will get a 15% raise, the remaining others will get less etc
However, other systems that focus on development will look at the performance appraisals as a learning opportunity. Suppose the performance results of a department are plotted on a graph showing # of average performers, weak performers and good performers. Then the direction of the graph will indicate where you stand. If it leans towards the good side, then you know you are doing well. If it leans towards the weaker side, then you know there may be issues, that will need to be idetified and addressed.
I have also heard of people implementing 360 degree appraisals solely for the purpose of feedback and growth purposes (not for rewards), and run a separate system for rewards.
Hope that answers your question
Regards
From Pakistan,
As far as I can see, PA has 2 main purposes:
1. Reward Management, i.e., increments, promotions, bonus etc, and
2. Development Objectives, i.e. to find the weak areas and improvement opportunities.
Sometimes, one area is more dominant than others. Take for example forced ranking system in performance appraisals. People are placed into particular categories or forced, if you will. The focus in such a case is usually on the disbursement of increments / rewards, i.e. only 50% of the employees will get a 15% raise, the remaining others will get less etc
However, other systems that focus on development will look at the performance appraisals as a learning opportunity. Suppose the performance results of a department are plotted on a graph showing # of average performers, weak performers and good performers. Then the direction of the graph will indicate where you stand. If it leans towards the good side, then you know you are doing well. If it leans towards the weaker side, then you know there may be issues, that will need to be idetified and addressed.
I have also heard of people implementing 360 degree appraisals solely for the purpose of feedback and growth purposes (not for rewards), and run a separate system for rewards.
Hope that answers your question
Regards
From Pakistan,
conflict needs to be defined.. for whom is the conflict ? HR who designs and implements the system or the organisation that goes thru the process..?? or is it the left out ( from rewards) employees who have the conflict?
any system to be sucessful has to be fair and also seen to be fair..
the design of a PA system has to be based on the orgn.'s priorities - reward based or developmental ..
however one has to keep in mind that it is the process that happens in between setting the parameters for appraisal and the evaluation process. HR as a facilitator has to manage the in-between period by enabling the employees to perform at their potential.
From India, Mumbai
any system to be sucessful has to be fair and also seen to be fair..
the design of a PA system has to be based on the orgn.'s priorities - reward based or developmental ..
however one has to keep in mind that it is the process that happens in between setting the parameters for appraisal and the evaluation process. HR as a facilitator has to manage the in-between period by enabling the employees to perform at their potential.
From India, Mumbai
Hi,
Conflicting purposes in appraisal - Well, interesting. You are right and this very much happens in India. I would say for sure that this happens with Management that is not transparent in HR related issues. For instance, I knew few instances where the Management was not happy with an employee for some other reason but waited till the appraisal to say that he is not fit for his job.
A good appraisal system should pay more attention to setting objectives than measuring and rewarding it. I have also seen companies asking employees to fill the objectives at the end of the quarterly period just before the appraisal. You can imagine the amount of trust that employees will have on the appraisal system.
Seriousness, sanctity, security and stability are the key words to be remembered while framing the appraisal system. Changes should start happening from the top line, it will automatically impact the bottom line.
This is just my experience and thanks for giving me an opportunity to share this with you.
From India,
Conflicting purposes in appraisal - Well, interesting. You are right and this very much happens in India. I would say for sure that this happens with Management that is not transparent in HR related issues. For instance, I knew few instances where the Management was not happy with an employee for some other reason but waited till the appraisal to say that he is not fit for his job.
A good appraisal system should pay more attention to setting objectives than measuring and rewarding it. I have also seen companies asking employees to fill the objectives at the end of the quarterly period just before the appraisal. You can imagine the amount of trust that employees will have on the appraisal system.
Seriousness, sanctity, security and stability are the key words to be remembered while framing the appraisal system. Changes should start happening from the top line, it will automatically impact the bottom line.
This is just my experience and thanks for giving me an opportunity to share this with you.
From India,
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