How to Recommend Employee Training and Development to HR
OLHR 3003 - Training and Development
University of Cincinnati
Performance appraisal is a system used by the management to evaluate the quality of an
employee performance by determining their current past performance against set standards. It
involves the creation of work standards, assesses the actual performance of an employee
relative to the benchmarks and offering feedback to the employee for appropriate actions.
Performance appraisal has become a valuable tool used by the administration to achieve
collective goals. Feedback to the employees is crucial because it can motivate them to improve
their performance or to eliminate any deficiencies identified in their performance. Several
appraisal techniques are available for use by the human resource manager, and some of them
include critical incidence, trait scales, narrative, and criteria based. Torence & Joyce, (2004)
added other techniques like management by objectives, work planning and review, peer review
and 360 appraisals. Organizations use different methods to assess the performance of their staff,
and each has its advantages and disadvantages. Firms are finding it necessary to mix different
techniques to come up with an appraisal system that can meet their needs. For the results of
performance appraisal to be useful and reasonable to the management, it is desirable that the
system consistently produces reliable and valid results (Findley, Giles & Mossholder, 2000).
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
Performance appraisal process
There are six steps of performance evaluation process; Establish performance standard involves
setting up benchmarks that will be used as a base for comparing the actual performance of
employees and criteria for judging the output of an employee is established. In most cases,
employees can be successful or unsuccessful depending on the extent that they contributed to
the goals and objectives of an organization. Such benchmarks must be clear, understandable
and be in measurable terms. Care should be taken where the performance of an employee
cannot be measured. The established standards need to be communicated to the entire
organization to allow everyone to understand their responsibility and know the desired
expectations. The administration should also forward the standards to the evaluators to prepare
in advance for the evaluation. The management can alter the standards at this juncture if it is
evident that there are identifiable issues that need to be corrected. Feedback from the employees
is therefore crucial in modifying the standards (Price, 2013). The next step that the company
should do is to measure actual performance. It is one of the most challenging stages as it
involves measuring the work that an employee did over a period. It is a continuous process that
requires monitoring an employee’s performance in a year. It consists of the determination of
the methods of measurement and ensuring that personal traits do not influence the outcome of
the process. It should support rather than interfere with the employees' routine work. The next
step involves comparing the obtained results with the established standards. Such comparison
helps to identify any deviations from the norm. The results from the comparison can indicate
that the actual performance is higher than the standard or it can be lower indicating a negative
difference. This stage includes evaluating, and analyzing data by the performance of an
employee (Price, 2013).
The final step in the process involves discussing the results with the concerned employees.
Such encounters usually require a one to one discussion that focuses on communicating and
listening. It means issues like the results the possible issues and solutions to such problems.
The aim is to solve a problem and arrive at a consensus. Any feedback should be given with a
positive attitude as it can affect an employee performance in future. Such feedback should be
issued in a manner that the future of the employee is not changed. Managers should correct any
mistakes by the employees in a constructive way while trying to motivate them to boost their
morale and future performance. Feedback should be handled carefully to avoid any emotional
outburst that can arise as a result of mishandling. The management should adequately prepare
the employees psychologically before giving them such feedback. Managers must evaluate the
nature of the input and the attitude of the employee before issuing any feedback (Price, 2013).
Factors that distort performance appraisal
According to Benedict & Levine, (1988), several factors distort performance appraisal. The
writer recognized effective communication as a critical element in performance evaluation
especially while communicating negative information. The authors add that the supervisors
may also resort to distorting feedback by suppressing unfavorable information or even the
performance evaluation of the subordinate. Six factors affect the assessment of employees.
Some of the evaluators demonstrate leniency error by making different examinations, for
example, high and low relative to the actual performance depending on the value system of
such evaluators. Positive and negative errors as they are referred can overstate or understate
the performance. Another problem is the Halo error in which all factors are rated high or low
as a result of some specific element. Similarity errors arise when evaluators rate individuals, in
the same manner, they perceive themselves. The evaluators project their perception to the
employees. There are instances where an evaluator may not give realistic appraisal if they are
aware that such an action could hurt the future of an employee by reducing the opportunity for
promotion or even severe problems like a demotion. Some evaluators are prone to central
tendency errors by continually rating all employees as average. Lastly, it is difficult to establish
inappropriate substitutes for performance (Ohemeng Zakari & Adusah-Karikari, 2015)
Ohemeng Zakari & Adusah-Karikari, (2015) notes that performance appraisal helps in
developing individuals, improve the performance of an organization, and feeds into the
business plans. The writers further point out that the benefits of the system far outweigh the
defects. The information gained can be used for administration and can lead to motivation.
There are difficulties in determining what constitutes good performance or a good job.
Similarly, even the most straightforward tasks that can be measured using monetary values like
sale are subject to external factors that are beyond the control of the sales team. In most cases,
appraisals are made by performance substitutes which are selected well and given appropriate
approximate of actual performance.
Appraisal processes when used appropriately have the potential to motivate the employees of
a company. Employees will have emotional needs from such actions activating their behavior,
therefore, realizing their full potential. It also drives individual internal forces hence boosting
their acts in a definite direction. Goals induce employees to improve their performance while
strengthening their commitment which in the end turns the strength into the continuation of
needs. When employees are motivated, they are likely to have higher remuneration, handle
more responsibility and receive more training, therefore, gaining more satisfaction (Selvarajan
& Cloninger, 2012). Managers should devise strategies that make meetings more meaningful.
They should not demonstrate a controlling attitude towards employees or appear to please the
employees. Managers must show leadership abilities while conducting meetings by taking
control of them and moderating their progress. Similarly, they should demonstrate strong
communication skills both verbally to avoid any form of miscommunication. Lastly, managers
need to be open and articulate issues in an appropriate manner. They should not be seen as
hiding some information from the junior employees (Kumar, 2012; (Selvarajan & Cloninger,
2012). Employee training and development plans should be formulated when an organization
identifies gaps that need to be filled. Training should only be conducted when the needs of all
employees are known and therefore developing a training program that meets their
requirements. The outcome of an employee appraisal process will be instrumental in advising
the management on who train, the training program and content.
