Limits creating a negative experience. The situation develops

Limits

            Performance
appraisals have the negative element of creating a negative experience. The
situation develops when they are not executed in the right manner in the
organization. Consequently, employees develop a negative perception on these
structures, which limits their ability to achieve the intended purpose (Jirjahn
& Poutsma 2013, p. 801). There is also the case of having the halo effect
where the supervisors engage in the appraising of a person based on qualities
that are considered to be positive only. Therefore, the traits that are
negative are not taken into consideration during the appraisal method. Hence,
such an appraisal does not contribute to the depiction of the true picture and
nature of the employee. Consequently, there are employees who could be promoted
in the organization when in the real sense they do not deserve such promotions
as compared to others in the same organization. On the same note, there is the
horn effect where there is the consideration of the employee negative qualities
as compared to positive quality.

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            The
appraisal process of the organization has the chance of discouraging the staff
members. Thus, the process should be the other that offers positive
reinforcement, encouragement, and celebration of the accomplishments in a given
year (Jirjahn & Poutsma 2013, p. 802). The document provided by the
managers should not contain issues that need corrections, but also things that
are positive for the entire time of the employee. Moreover, the performance
appraisals have the weakness of introducing an element of inconsistent
messaging. When the managers fails to keep clear records and notes of the
behavior of the employee, it becomes complex for such individuals to send
consistent message to the workers (Siaguru 2011, p. 116). Thus, it is paramount
for the managers to ensure that they have a clear record of the activities and
issues related to the performance of the employees so that when it comes the
time of appraisals, they can easily refresh their minds and review employee
appraisal in the shortest time period.

            The
process of conducting performance appraisals results in the waste of the
resources from the organization and it is time consuming. Thus, managers have
to allocate their resources in executing the intended organization objectives,
which does not result in attaining the desired results (Robertson 2013, p. 8).

Further, the time that would be used for production process is utilized in
conducting the performance appraisals. Hence, these actions makes the
organization be prone to the waste of valuable time, which could be utilized in
executing other functions and operations for better performance and revenue
growth (Mulvaney, McKinney & Grodsky 2008, p. 127). The supervisors often
procrastinate the preparation of the performance appraisal documents since they
tend to take a lot of time for the departmental duties.

            The
employees often feel cheated by these performance appraisals. They develop
feelings that the managers often rate them in a biased manner. Such is based on
the aspect of having the employers tying the bonuses and raises of the
employees to the performance ratings (Simmons & Eades 2004, p. 154). The
waiting game results in the loss of money in spite of the retroactive salary
boost. Hence, the appraisals could lead to creating a de-motivating factor for
the effective execution of the functionality of the employees in the
organization.

            Performance
appraisals are conducted by human beings. Thus, they are vulnerable to rater
biases and errors (Sudarsan 2009, p. 54). These issues lead to the reduction of
the credibility and reliability level of these systems as a means of assessing
the performance level of an organization. Furthermore, they create a stressful
environment for all the involved persons since these individuals have to
sacrifice their resources and time so that they can participate in the entire
process of performance appraisal.    

            There
are also cases of avoidance to engage in the performance appraisal process. Therefore,
the gathered information from this procedure is characterized of an element of
inconsistencies (Siaguru 2011, p. 117). A lot of paper work is also used, which
creates an element of bureaucracy on how the appraisal process is run in the
organization. In addition, the process could be termed as a disillusionment
since there instances where there is no follow-up from the involved parties.

            Central
tendency also develops in the organization during the appraisal process of the
employee. Thus, the superior obtains an appropriate appraisal by offering the
central values. The talented employees are denied the opportunity of obtaining
promotions while those that do not deserve promotion could easily be promoted (Sudarsan
2009, p. 55). Moreover, there are some bosses that are lenient in employees
grading while others are very strict. Individuals that deserve promotions tend
to lose the chance of because of the managers that are strict while others get
the opportunity because of the lenient supervisors.

            Performance
appraisals results in creation of an interaction section between the bosses and
their employees. Therefore, there are managers who fear that if they give
negative appraisals they could indeed end up spoiling their relationships,
which they have established with the subordinates (Brown, & Heywood, 2005,
p. 660). Hence, when the employee is appraised, the situation could results in
giving higher grades than expected. The injustice results in destruction of
good relationship, which could be established with employees that deserve in
the organization. The use of different techniques in the appraisal process has
the impact of destroying the good will that exists between the seniors and the
juniors in the organization. Further, the variety on the techniques that are
adopted complicates the process of comparing employees successfully.

            Culture
significantly influences the appraisal system that is adopted in the
organization (Brown, & Heywood, 2005, p. 659). As such, the approach that
the managers adopt to appraise the employees should be in line with the
established cultural values of the firm. The system that is based on the
openness and participation of employees acts as a major starter of the culture
of the organization, which is non-participative and authoritarian with regard
to the policies of the employees. The failure of the organization occurs
because of the differences in culture, which should be looked at throughout.

Conclusion

            In
conclusion, performance appraisals are effective when the organization
conducting them has a purpose and goal. Hence, the obtained feedback helps in
strategic planning and aligning the business goals of the organization.

However, for the cases where the firm conducts the appraisal system just for
the sake, the situation results in the waste of time.

 

 

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