WHAT ARE THE DRAWBACKS IN PERFORMANCE APPRAISALS???

Poor metrics

The metrics that the organisations use to assess for the evaluation of employees should be consistent with the industry and the organisational. Many of the appraisal are face failure by using baseless metrics and it is better to uses several of them to achieve more accurate evaluation. 

Poor targets

If the targets set by the organisation are easily achievable it will not improve the performance of the employee and If they are unrealistic it is likely that the staff will not even achieve half of the targets set. The management is with the responsibility to provide achievable, proper targets that showcases a  growth form previous targets. 

Lack of transparency

The employees must be provided with information on how their targets contribute for the organisational growth to get a clear understanding and motivation for the employee to focus more on their performances.  

Lack of relevance

Irrelevancy of the targets set by the management that does not contribute to the organisational or individual growth is a common mistake that is shown by managements. Most of those only focus on poor performances and not on exceptional cases.

Lack of dialogue

An active communication between the superior and the employee will always lead to  honest, open and effective information sharing that is beneficial in the evaluation process. Most of the organisations doe not conduct any sort of communication between the appraiser and appraisee and arrive to the conclusion without employee involvement.

Lack of consequences

If after a good performance evaluation process there are no consequences, the poor performers it will only aid bad performances. Proper formal and informal recognition, rewards systems must be definitely involved to make better impact of the whole process. 

Lack of management engagement

Many managers does not interact with the frontline personnels for the whole period which might negatively effect on employee morality and also the manager will find it difficult to evaluate individuals without a proper knowledge about their behaviour or contribution towards the organisation. 

 

Due ti these drawbacks and uses many have criticised the appraisal system. 

 Deming (1986)  mentioned that "the system assumes a false degree of measurement, accuracy engenders dysfunctional employee conflict and competition, assigns an inordinate amount of responsibility for poor performance to individual employees while undervaluing the importance of the overall work process, underemphasises the importance of teamwork". 

 

Many believe it is lot of work but results no effect or value towards organisational growth since it can be flawed and misused by the human factor. 

Gray (2002) mentioned "performance appraisals don’t produce more competent, loyal workers because the practice is inherently flawed”. 

Some also argue that “effects of many of the negative factors can be diminished by following certain guidelines” (Roberts, 2003). 

REFERENCES

·      Carpi, R., Douglas, J. & Gascon, F., n.d. Performance management: Why keeping score is so important, and so hard. [Online] 
Available at: https://www.mckinsey.com/business-functions/operations/our-insights/performance-management-why-keeping-score-is-so-important-and-so-hard
[Accessed December 2021]

·      Islam, R. & Rasad, S. b. M., 2005. Employee Performance Evaluation By AHP: A Case Study. July.

·      Khan, M. A., 2010. Evaluating the Deming Management Model of Total Quality in Telecommunication Industry in Pakistan – An Empirical Study. International Journal of Business and Management, September.5(9).

·      Kondrasuk, J. N., 2012. The Ideal Performance Appraisal Is a Format Not a Form. Academy of Strategic Management Journal, 11(1), pp. 115-130.