2. Employee Performance Appraisal Guidelines
Participation of the employees
Basically any case, if the employees perceive the appraisal system as biased, unfair and lacks rigor, then it is unlikely that they will accept the outcomes of the system. Participation gives a chance to the employees to raise their voice into the appraisal process. Performance standards, characteristic for evaluation and the evaluation form itself, all can be developed with the help of employees. Larger employee participation generates an environment of cooperation and support, which facilitates the development of a coaching or counseling relationship, thereby reducing appraisal related stress and rater-rate conflict (Jordan, 1992). At Hamilton Standard, the feedback from a number of employees helped to clarify job roles and expectations frequently sources of disagreement between employees from different functional areas. So, a dialogue session between the manager and the employees can be the solution (Somerick, 1993). Concerning to the appraisal system, if any problem occurs, that can be discussed in the meeting session immediately, not months or year later when the employee’s performance has been rated and documented in his/her personal file.
Developing performance levels
Standards to be developed that measure the essential job duties, task and responsibilities. Once again, employee participation facilitates developing reliable, valid, righteous and useful performance standards.
Set the goal
Goal setting has been the strongest motivational tool. Majority of goal setting studied has been carried out in non-appraisal settings. Goal setting consists of performance goals that are specific, moderately challenging and accepted. Goal setting within performance appraisal has been associated with greater appraisal satisfaction and increased performance (Dobbins et al., 1990).
Performance appraisal interview
If the appraisal interview is conducted badly, the efficacy of the...