Keith G. reply
The managers have to create and enhance a conducive environment for employees to express themselves concerning their performance. The actions, words, and attitudes of the managers should be directed toward the objectives of the appraisals (Roberts, 2003). The managers are required to assure the employees of the purposes of the performances appraisals and the expectations of the organization and those of the managers in the appraisal process.
The managers also need to allow the employees are undergoing the appraisal to raise their views and opinions about the discussions during the appraisal process. Making the employees air their inputs allows the employees to own up the deliberations and outcomes of the appraisal process. The managers will have a chance to understand the challenges facing the employees in achieving the desired results as well as some of the solutions available to address such problems (Werner & Bolino, 1997). The buy-in makes the organization able to use the performance appraisals as a tool for motivating both the employees and the managers
Additionally, managers need to uphold the ethical considerations while conducting the performance appraisal (Roberts, 2003). At a minimum, the managers have to ensure human respect and dignity are always upheld, and the organization’s employees’ rights are supported during the process.
Reference
Mitchell, L. D. (2010). Emotional Responses to Performance Appraisal Feedback: Implications for Organizations. Journal of Applied Business and Economics, 11(4), 82-108.
Roberts, G. E. (2003). Employee performance appraisal system participation: A technique that works. Public Personnel Management, 32(1), 89.
Werner, J. M., & Bolino, M. C. (1997). Explaining U.S. courts of appeals decisions involving performance appraisal: Accuracy, fairness, and validation. Personnel Psychology, 50(1), 1-24.