PERFORMANCE APPRAISAL

CHAPTER 5
INTRODUCTION

At all levels of employment, personnel decisions relating to promoting, retaining, or firing

workers are made daily and ideally, such decisions are based solely on the merit or ability of
the employees. The quality of a workers’ performance on the job must be assessed in some
way, and such assessments will be more fair and useful if they are based on objective and
systematic criteria. These such criteria must involve factors relevant to the person’s ability to
perform the job.

Performance is monitored and appraised periodically and the level of salary, rank and
responsibility will depend on how well you satisfy the established criteria of the job
performance.
PERFORMANCE APPRAISAL

 Methods of gauging or assessing the quality of work

 They determine whether or not you will be promoted
 Beneficial to the employee as to the company itself.
 It will tell you where to stand and show where you need improvement
 It will point up strengths and weaknesses
 Enabling you to find the right job and perform successfully in it
 Can be also used as a means of measuring the worth of a training program by determining
how much job performance may have been improved ater the training has been
completed
PURPOSES OF PERFORMANCE APPRAISAL

The overall purpose of performance appraisal is to provide an accurate measure of how well a person is
performing on the job
 Validation of Selection Criteria
-Selection devices must be correlated with some measure of job success to establish their validity
 Training Requirements
- Weaknesses or deficiencies in a specific job may be remedied through additional formal training
 Employee Improvement
-Knowledge of personal progress or performance is crucial to maintaining high morale
 Reduction in Force
-A company will benefit by dismissing the least competent of its employees and retaining as long as
possible those who have proven themselves to be better workers
OPPOSITION TO PERFORMANCE APPRAISAL

SOURCES OF OPPOSITION:
 Union
- Affects only those jobs covered by union contracts
 Individual Employee
- Because many people would rather not be assessed and told of their weaknesses and deficiencies,
they often react with suspicion and hostility to the idea of performance appraisal
 Members of the Management
- They may oppose such appraisals because of unfavorable experiences with them