Reasons for failures of performance appraisal programs





There are many reasons why a performance appraisal system might not be effective.

Some of the most common problems include the following.


  • In advocate preparations on the part of the manager

  • Employees are not given clear objectives at the beginning of performance.

  • Main nature may not be able to observe performance or have all the information.

  • Performance standards may not be clear.

  • Inconsistency in ratings among supervisors or other raters.

    Evaluating personality rather than performance.

  • The halo effect, contrast effect, or some other perceptual bias.

    Inappropriate period (either too short or too long)

  • Over-emphasis on uncharacteristic performance.

  • Inflated ratings because managers do not want to deal with “bad news.”

  • Subjective or vague language in written appraisals.

  • Organisational politics or personal relationships cloud judgments.

  • No thorough discussions of the causes of performance problems.

  • Managers may not be trained in evaluations or giving feedback.

  • No follow-up and coaching after the evaluation.





In many organizations, prrforners, appraisals are conducted only once a year, but that is changing. More organizations are beginning to conduct them on a semi-annual and even quarterly basis. An essential principle of performance appraisal is that continual feedback and employee coaching must be a positive daily activity. The annual or semi-annual performance review should simply be a logical extension of the day-to-day supervising.

Other reasons performance appraisal programs can fail to yield the desired results include the following:


  • There is little face-to-face discussion between the manager and the employee being appraised.

  • The relationship between the employee's job descriptions and the criteria on the appraisal form is not clear.

  • Managers feel that little or no benefits will be derived from the time and energy spent in the process, or they are concerned only with bad performances.

  • Managers dislike the face-to-face confrontations of appraisal interviews.

  • The judgemental role of appraisal conflicts with the helping role of developing employees.


Conclusion


One of the main concerns of employees is the fair performance appraisal system as the process is central to so many HRM decisions. Employees who believe this system is unfair and may consider the appraisal interview a waste of time and leave the interview with anxiety or frustration. They may view compliance with the appraisal system as perfunctory and play only a passive role during the interview process. By addressing these employee concerns during the planning stage of the appraisal process, the organization will help the appraisal program succeed in reaching its goals.


References

  1. Barnds, W.K., 2011. Determining the root causes of concerns associated with the performance appraisal process. College and University, 86(3), p.20.
  2. Dayal, I., 1976. Cultural factors in designing performance appraisal system. Vikalpa, 1(2), pp.59-68
  3. Dowling, P., Festing, M. and Engle, A.D. (2017). International human resource management. Delhi: Cengage Learning India Private Limited. pp.153–160.
  4. Longenecker, C.O. and Goff, S.J., 1992. Performance appraisal effectiveness: A matter of perspective. SAM Advanced Management Journal, 57(2), p.17.
  5. Chapter 8 | slideum.com. https://slideum.com/doc/389/chapter-8



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