Page 116 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes 2. Performance appraisal plans are designed to meet the needs of the ...........
(a) organization (b) individual
(c) Both (a) and (b) (d) none of these

3. As the number of raters’ increases the probability of getting accurate information.............
(a) increases (b) confusions
(c) errors (d) profit
4. Appraisal system to be effective should possess the ............characteristics.
(a) Reliability and Validity
(b) Confidence and Trust
(c) Immediate Superior as Appraiser
(d) None of these

5.4 Post-Appraisal Analysis

Performance appraisal system should be effective as a number of crucial decisions are made
on the basis of score or ratings given by the appraiser. All organizations use performance
appraisal for purposes such as salary increase, determining training needs. Motivating
employees or establishing a basis for future personnel decisions. The ideal approach to
performance evaluation is that in which the evaluator is free from personal biases and
prejudices. This is because when an evaluator is objective, it minimises the potential
dysfunctional behaviour of the evaluator, which will be detrimental to the achievement of
the organizational goals. Given that all appraisals entail judgements and given that
judgements, may not always be fair, a variety of techniques to make appraisal more
objective have been introduced. An appraisal system to be effective should possess the
following essential characteristics:

5.4.1 Reliability and Validity
Appraisal system should provide consistent reliable and valid information and data, which
can be used to defend the organization -even in legal challenges. However, a single foolproof
evaluation method is not available. Inequities in evaluation often destroy the usefulness of
the performance system - resulting in inaccurate, invalid appraisals, which are unfair too.
If two appraisers are equally qualified and competent to appraise an employee with the help
of same appraisal techniques, their ratings should agree with each other. Then the technique
satisfies the conditions of inter-rater reliability.
5.4.2 Confidence and Trust

The existence of an atmosphere of confidence and trust is necessary to discuss matters frankly
and offer suggestions for the improvement of the employee so that the organization as well
as the employees stands to benefit.
5.4.3 Immediate Superior as Appraiser

The immediate superior of the ratees must make the ratings, but the personnel department
can assume the responsibility of monitoring the system. The superior should analyse the
strengths and weaknesses of an employee and advise him on correcting the weaknesses.
Swift and Economical

The appraisal programme should be less time-consuming and economical. Appraisal forms,
procedures, administration of techniques, ratings, etc. should be standardised. An appraisal
programme should bring maximum benefit to the organization.

110 LOVELY PROFESSIONAL UNIVERSITY