WHAT ARE THE PROBLEMS IN PERFORMANCE APPRAISAL SYSTEM???

 ·      It doesn’t assess actual performance. 

The evaluation might be characterised as it only focus on behavioural traits of an individual but not the actual input.

·      It gives infrequent feedback. 

The goal is to find out the issues and resolve them strategically. If so, annual appraisals are illogical and at least quartile appraisals must be done.

·      It is a non-data-based assessment. 

An appraisal is based on an evaluation of behavioural and achievement of an employee, which is completely relying on the supervisors memory and it is difficult to  prove how they have achieved those own rankings in the evaluation system statistically.

·      It’s with lack of accountability. 

The supervisors will never be punished or blamed for providing inaccurate information even though they might be chastised for completing them late. This tends to make inconsistent and careless evaluations by the supervisor since there is no impact of it for them. 

 

·      It disconnects from rewards.

In most of the organisations, the employee raises, bonuses, or promotion does not align or depend on the employee’s performance appraisal scores. When there is a disconnection, employees and supervisors are not likely to take the process seriously.

·      The individual scores exceed team performance. 

Quite often the total performances of the employee exceeds exceeds the actual performance of the organisation showcasing that the evaluation has not taken place with a control. 

·      No comprehensive team assessment. 

Most of the employee evaluations are based on each individual and there is no evaluation of the overall team performance which might not address contingent workers at all.

·      It only focuses on the squeaky wheel.

The weaker performances are always highlighted and but there is no significant focus on the top performers or a way to identify and capture their best practises, behaviour which could be shared with the rest.

·      There’s little legal support. 

Even though the evaluation process is flawless in some organisations, poor execution by supervisors often indicate in performance appraisals that do not aid in a disciplinary action. 

·      No second review is done. 

iT It is rarely seen that a second review is done after the supervisor’s review which could eliminate some biased, unfair and inaccurate information.

·      It’s not reliable or valid. 

Many evaluations are done without specific reasoning and metrics but only with mere comments from the supervisor, which is unreliable and inconsistent. 

·      Cross-comparisons are not required. 

Many evaluations do not cross compare the performances of employees with other employees in the same category, which might misled some informations regarding the comparative performances and will be unjust for good performers in a pool of weak performers.

·      Assessments are kept secret.

In some organisations, the final evaluation ranking or results are not discussed openly with the relevant employees that might allow the managers to play favourites and facilitate discrimination.

·      No process goals. 

In some cases, the overall process operates without a clear and measurable goal, which depicts that there is a little focus.

·      The process does not flex with the business. 

In some evaluations the evaluation criteria may not align with the business and activities of all the employees duties and work which show incoherent results.

·      The factors are all equal. 

Some components which contribute the most for organisational benefit must have a better weight rather than the equal importance in all the sub categories which is imbalanced and unproductive in the end.

·      It is disconnected from job descriptions. 

In many cases, the criteria  on the form are different from those on an employee’s job description, bonus criteria, or yearly goals. This can confusion on  employees and cause them to lose focus.

·      Managers are not trained. 

In most organisations, the supervisors are not trained on how to evaluate and give honest feedback. They will not know how to enhance career paths of employees. Some superiors will do anything to avoid tough decisions or confrontation. They provide no differentiation and award everyone the “above average” ratings. Many show unprofessional use of words, bias, inaccuracy, halo and horn effect, and personal issues with the employee. 

·    Impact of an unbiased review

Most of the partial scores might effect employees career growth, compensations and many other benefits which eventually dissatisfy the employee. 

Employee Intimidation towards the manager or supervisor may result in agreeing to any results given to them good or bad.

Employees who does not agree with his/her appraisals are seldom given the opportunity to challenge or discuss the results with a neutral party.

A decrease in employee engagement, trust, teamwork and contribution will be impacted by a bad or unbiased review which might lead top performers quit.

Simply the process is focused on capturing feedback about last year rather than on discussing necessary changes to job and skill requirements that must necessitated by the business strategy.

REFERENCES

·      Ahmad, R. & Bujang, S., 2013. Issues and Challenges in the Practice of Performance Appraisal Activities in the 21st Century.. International Journal of Education and Research, April, Volume 1, p. 8.

·      Spangenberg, H. H., 1994. Performance Management: Problems and Possible Solutions. Journal of Industrial Psychology, p. 6.

·      Sullivan, J., 2017. Top 50 Problems people face with Performance Appraisals. [Online] 
Available at: https://www.synergita.com/blog/top-50-problems-people-face-with-performance-appraisals/
[Accessed December 2021].