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How to Avoid Appraisal Problems

Appraisal is a direct manner to reward an employee’s potential and professional achievement for the good work done. It acts as a tool for appreciation and encouragement to help one kicking at all times. The problems associated with such a process drills down to the organizational and higher management concerns of mismanagement and secondary issues like unclear standards, halo effect, central tendency, leniency, bias and many others that acts as a barrier to appraisal factors.

The points affecting the appraisal process have been discussed vividly for greater and in-depth understanding of the process and its loopholes. Appraisal problems can range from various sources and the following can be attributed for the reasons. The lack of benchmarking of standards for proving one eligible for the appraisal process would make things quite complex. The parameters for recognition and appraisal must be agreed by the higher management and set in accordance with the company policies and desired employee behavior.

The lack of standards would make things quite complex and would deviate to the biased tracks and other effects for measuring worthiness. The HR department must formulate standards to define the parameters over which an employee would be judged. Point systems and scale measurement can be organized or brought in place for getting the desired results. Halo effect is a sort of cognitive bias which rules over ones present behavior and performance and allows one to judge based on historical evens and actions.

It forms a greater part of the appraisal problem as one is often looked upon from the eyes of their past effect and present behavior is overlooked resulting in either false appraisal or inappropriate disapproval. These can be avoided by testing or monitoring the periodic performance of the employees so that such redundancies can be avoided. The common factor of managers to rate their employees average is a good representation of the above title. In spite of excellent or poor performance of an employee, if she is offered an average rating one is de-motivated to a great extent for any kind of encouragement.

Strict management style must be incorporated for allocating a fair value to employee’s performance and basis point system must be enforced to get the actual calculation of the performance for appraisal. Being too light hearted and awarding high scores to employees is a common example of it. Often employers are quite lenient in appraising them for their stay and retention in the company (Farh and Dobbins, 1989). Such behavior is quite common and often the superior employees suffer from it.

Again management style must be revised to eradicate such problems and an outlook of logical and practical approach to appraise must be followed. A training session for the managers would make sure that organization takes care of the time to time changes to its style of coordination and successful penetration to leadership. The bias is widely seen in the organizations which ranges from personal favors, HR policies, retention criteria’s, special attention to long serving employees and many others take into account the general biasness for appraisal of employees.

A practical outlook towards performance must be given more importance and training session for the managers can be organized to educate them with newer management styles so that the ultimate performer is rewarded and that would in-turn retain more people and create a virtual benchmark for performance by others in the organization. Conclusion The discussed factors make sure that an organization is able to focus on these issues so that the right amount of judgment is displayed on the employees’ part and the proper nurturing is made for harboring talent, professionalism and ethics in the organization for better performance and future goodwill.


Farh, J. L. and Dobbins G. H. (2005) ‘Effects of Comparative Performance Appraisal Information on the Accuracy of Self-Rating and Agreement Between Self- and Supervisor Rating’, Journal of Applied Psychology, 74: 606 – 610. What Is The Central Tendency Bias? Retrieved 5, January 2008 from http://performane-appraisals. org/faq /biascentraltendency. htm.

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