November 10, 2012

MU0016 [Performance Management and Appraisal] Set1 Q3

Q3. What are the major errors that may occur during performance evaluation? 

Ans.

Following are disadvantages of performance appraisal:


  • Spending more time on performance appraisal than performance planning or ongoing performance communication. 
  • Performance appraisal is the end of a process that goes on all the time - a process that is based on good communication between manager and employee. So, more time should be spent preventing performance problems than evaluating at the end of the year. When managers do good things during the year, the appraisal is easy to do and comfortable, because there wont be any surprises. 
  • Comparing employees with each other. 
  • Comparing employees creates hard feelings, damages morale and makes employees to compete so badly that they will not work as a team. And also, the manager can become a great target for hostility too. 
  • Forgetting appraisal is about improvement, not blaming. 
  • Performance appraisal aims to improve performance, not to find faults in employees or blame them. Managers who forget this end up developing employees who do not trust them, or even cannot stand them. That is because the blaming process is pointless, and doesnt help anyone. If there is a point to performance appraisal it must be getting the manager and the employees working together to have everyone get better. 
  • Thinking a rating form is an objective, impartial tool. 
  • Many organisations use rating forms to evaluate employees. They do that because it is faster than doing it right. However, ratings are subjective and rating forms do not indicate the actual performance of the employee. 
  • Stopping performance appraisal when a persons salary is no longer tied to appraisals. 
  • Managers conduct appraisals so long to justify or withhold a pay increase. When employees reach their salary ceiling, or pay is not connected to appraisal and performance, managers do not bother. Performance appraisal is for improving performance, not just about pay. 
  • Believing they are in position to accurately evaluate employees. 
  • Managers deceive themselves into believing they can evaluate employee performance, even if they hardly ever see their staff actually doing their jobs, or the results of their jobs. Most managers are not in a position to monitor the employee consistently enough to be able to assess well. That is why appraisal is a partnership between employee and manager. 
  • Cancelling or postponing appraisal meetings. 
  • Often managers postpone meetings at the last moment. But it says to employees that the process is unimportant or phony. If managers arent willing to commit to the process, then they shouldnt do it. Employees are too smart not to notice the low priority placed on appraisals. 
  • Measuring or appraising the trivial. 
  • The easiest things to measure or appraise are the least important things with respect to doing a job. Managers are fast to define customer service as answering the phone within three rings, or some such thing. That is easy to measure if you want to. What is not easy to measure is the total quality of service that will get and retain customers. Measuring overall customer service is hard; so many managers do not do it. But they will measure the trivial. 
  • Thinking all employees and all jobs should be appraised in exactly the same way using the 
  • same procedures. 
  • All employees do not need the same things to improve their performance. Some need specific feedback, some do not. Some need more communication than others; performance evaluation using the same approach cannot he done in all jobs. 
  • Pitfalls owing to human resource department 
  • Following are the pitfalls of human resource department: 
  • Focusing on and stressing on paperwork and forms. 
  • Human resource departments emphasis on the forms and paperwork overshadows the real purpose of doing appraisals, and then huge amounts of resources are wasted. When HR departments concentrate on getting the forms done, thats exactly what they get - Forms done. 
  • Believing that ratings based form of appraisal will serve as protection against challenges by employees. 
  • Performance appraisal form is not going to withstand legal scrutiny, because it is too subjective and too vague. 
  • Under training managers in the process. 
  • All that a performance appraisal technique needs is thorough training of the appraisers (managers) by the HR department. But, the HR department is usually content with designing some new forms, printing nut some basic instructions, and distributing them to managers. The assumption is managers will know the purpose, which goes often wrong. 
  • Not training employees. 
  • Both manager and employee should have the same understanding about why they are doing the appraisal, how it will be done and what is expected. This is because the only way it works is when employee and manager work together, in partnership. 
  • Thinking pressurising managers to get the forms is productive. 
  • One reason managers postpone with respect to doing appraisals is that they do not see the point, or see it as a waste of time. There are other reasons, too. Most can be handled by using approaches that take into account the needs of managers. Unfortunately, a goad many HR departments believe it is just a question of ordering, yelling, coercing or begging managers to get them done. That does not answer the reasons why managers arent doing them. If they feel they were useful, they would do them. The key to getting them done is to make them useful. 
  • Playing the appraisal cop. 
  • Unfortunately, HR departments get stuck with the responsibility of getting appraisals done by managers. Perhaps it is not their fault, but it is a strong indicator that the system being used has failed because in an accurately functioning system, each manager is assessed on a number of things, one of which will be their fulfilment of the performance management and .appraisal function. The responsibility lies with the management. If a manager is not accomplishing the responsibility, it is his or her boss that should be evaluating the manager. It is a cascading process. No appraisal system will work until each managers boss makes it clear that getting it done is going to be a factor in the managers own appraisal. 


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