Discussion responses

Elizabeth V

Employee performance appraisals by managers is a tool to determine promotions in their staff. It should exclude the attitude of the manager performing the assessments, for a non-bias and neutral observation to be obtained (Kondrasuk,2012). Managers, by understanding their own attitudes about employee performance appraisals gain insight into their own ability of selecting potential employees for promotion (Tanya, Annelize,2017). Negative and inaccurate perceptions can impact negatively the decisions of managers when conducting their appraisals.

Managers negative, and positive perceptions must be balanced to achieve a neutral assessment. Over extended positive perceptions can attract the manager to promote a biased friendly employee with a lesser skill. Negative perceptions can detract the manager from acknowledging employee skills, leadership, and ability to achieve goals for the organization (Tanya, Annelize,2017). By objectively making decisions that impact the organization, (not the negative attitude of the manager), managers can avoid their attitudes towards appraisals (Kondrasuk,2012). Managers can avoid the pitfalls of these attitudes by actively listening and engaging while observing their staff.

Managers, by maintaining an objective and non-biased and constant observation and communications throughout the year of their staff, support the positive and negative work-related performance (Phillips,1987). Conversing on topics with their staff about projects and challenging tasks provide managers with identification of employee’s ability take on more responsibilities and achieve goals. The ongoing interactions with employees provides managers with information to make the best decision for employee performance appraisals (Tanya, Annelize,2017).

Managers observing employees objectively, gain insight into their skills, attitude, work ethics, teamwork, and strengths and weaknesses (Phillips,1987). Managers that consider attendance, lateness and communications, can conduct an effective employee performance appraisal by observing and listening to the employee interactively with others in the office.

Phillips, K. R. (1987). Red flags in performance appraisal. Training and Development Journal, 41(3), 80.

Kondrasuk, J. N. (2012). THE IDEAL PERFORMANCE APPRAISAL IS A FORMAT, NOT A FORM. Academy of Strategic Management Journal, 11(1), 115-130

Tanya, d. P., & Annelize, v. N. (2017). Factors influencing managers’ attitudes towards performance appraisal. SA Journal of Human Resource Management, 15