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Performance appraisals can be effective if employees understand what is expected of them, performance is evaluated effectively, and rewards are linked to performance. The most common complaints by employees about performance appraisals include that the appraisal method does not relate to the job being evaluated, the ratings are unclear, and supervisors have no basis on which to assess employees. Rational performance management, an effective evaluation method, involves clearly stating the objectives of the organization, matching responsibilities with organizational objectives, and measuring performance in terms of those objectives and responsibilities. The elements of an effective performance appraisal system include a reward system linked to performance, a marketing plan that attains employee commitment, and an organizational culture based on performance.

Managers can conduct effective performance appraisals by using a systematic approach. The factors to consider prior to an appraisal include the desired results, employees' training needs, and employees' contributions. Managers should be familiar with employees' job descriptions, assess employees' performance as well as their own, have a positive attitude, communicate with employees on a regular basis, and establish rapport during evaluations., Face to Face Performance appraisals need not be ordeals. With a systematic approach, you can make them part of an effective management strategy. Do you and your staff stiffen at [...]

Finding Personal Productivity Information: It's A Matter Of Where You Look Employees are our most valuable asset, but do managers use the most reliable, valid, and representative information to evaluate [...]

Well-designed, well-communicated, and effective performance appraisal systems help accomplish organizational objectives and enhance employee performance. The important elements of effective performance appraisal systems include establishing clear, understandable, and measurable objectives for each job position; teaching managers and other appraisers about performance appraisal purposes and practices; and connecting performance appraisal procedures to positive development planning.

Multiple-rater performance appraisal (MRPA) systems for rating the performance of employees provide employers with a desirable alternative to supervisor-only systems. The most common concerns companies have about MRPA systems include: employees will not accept the systems; the systems will require too much administrative time; and the process will take too long. The advantages of MRPA systems include: performance information is highly reliable; evaluation results are keyed more to overall performance, and data about career development obtained from employee colleagues is more valid.

Self-appraisal offers companies a method for rating executives that compensates for the shortcomings of traditional techniques for rating the performance of top managers. The reasons that self-evaluation would be appropriate include most executives are willing and capable of providing assessments, superiors of executives often possess a limited ability to evaluate their subordinates, and the personal feelings of superiors can be an obstacle to fair evaluations. The guidelines for companies to follow in using self-appraisal include maintaining the superiors' control over evaluations; using appraisals for development, not rewards; and showing the superiors' support for the system.

Employee performance appraisals can provide important feedback on job performance, and a standard form is described which has been developed that is flexible enough to apply meaningfully to a wide variety of jobs. The standard form is an improvement over typical appraisal forms because it focuses on employee expectations and emphasizes the importance of defining jobs to make the appraisal task easier.

Quality PERFORMANCE APPRAISALS Performance appraisals are among the most controversial and stressful practices in organizations. Neither managers nor employees are ever totally satisfied with the appraisal system and reporting form [...]