Introduction
Evaluating employee’s performance has been a conventional process throughout the world and has a significant amount of effect on a person’s career. Despite that, most supervisors do not see the importance of performance appraisals nor do they know the correct way to conduct one. Thus, the end result would turn out to be inaccurate and ineffective in achieving company’s goal.
Summary
This article gives a general idea of performance management system. The three types of employee evaluations are: Trait-based system where performer is assessed if he possesses desired personality that is considered important for the job. Behavior-based system recognises what a performer does and provides a while result- based system assesses an employee’s contribution to the success of the organisation.
Performance management consists of expectation, feedback, coaching, performance evaluation, development plan and follow-up. Data should be gathered via a diversity of resources and goal should be set based on the job requirement. Goals should be specific, measureable, attainable, realistic and timely.
How participants feel during evaluation depends largely on supervisor’s degree of preparation. Employees are encouraged to take responsibility for their own career by participating during discussions and create an individual development plan.
Most managers focus on employees’ performances, but are not as proficient at improving the evaluation system. Many organisations are reassessing their appraisal methods to motivate employees. Some managers tend to appraise employee based on their attitude, which result in distorted evaluation results. Multiple assessors should be used to increase accuracy and fairness.
Performance appraisals are a major source of evidence for employees to sue former employers for wrongful termination or discrimination, thus legality of