1.2.8 Challenges Of Performance Appraisal
2.8 Challenges of Performance Appraisal
According to Cederblom&Pemerl, (2002) supervisors and staffs generally have ambivalent attitudes, at best, toward performance appraisal. Although most would distinguish the perceived benefit, in principle, of documenting, communicating, and setting goals in areas of performance, many are also irritated concerning the actual benefit received from performance appraisal in their organizations. The benefits and rewards of performance appraisal appear to be often overstated (Longenecker&Nykodym, 1996).
Nickols (2007) suggests that the typical performance appraisal system devours staggering amounts of time and energy, depresses and demotivates people, destroys trust and teamwork and, adding insult to injury, …show more content…
They included stifling performance improvement, demotivating leaders, breeding loss of leaders’ confidence, causing a loss of supervisory focus on priorities, causing the breakdown of pay-for-performance systems, reducing the effectiveness of management development efforts, creating tension in work relationships with supervisors, and causing ineffective goal setting. Longenecker’s conclusion was that when performance appraisal is done well, it is an effective tool for increasing supervisory effectiveness. However, when it is done poorly, it is a dysfunctional organizational practice and has many negative …show more content…
As we have just seen, some have even suggested that the process is so inherently flawed that it may be impossible to perfect it (Derven, 1990). At the other extreme, there are many strong advocates of performance appraisal and some view it as a very critical aspect of organization life (Lawrie, 1990). Roberts (1998) defined the two extremes concerning performance appraisal as running from blind advocacy to outright vilification. In between these two extremes, there are varying schools of thought and belief. While most people advocate the use of performance appraisal, there are many different thoughts on how and when to apply
According to Cederblom&Pemerl, (2002) supervisors and staffs generally have ambivalent attitudes, at best, toward performance appraisal. Although most would distinguish the perceived benefit, in principle, of documenting, communicating, and setting goals in areas of performance, many are also irritated concerning the actual benefit received from performance appraisal in their organizations. The benefits and rewards of performance appraisal appear to be often overstated (Longenecker&Nykodym, 1996).
Nickols (2007) suggests that the typical performance appraisal system devours staggering amounts of time and energy, depresses and demotivates people, destroys trust and teamwork and, adding insult to injury, …show more content…
They included stifling performance improvement, demotivating leaders, breeding loss of leaders’ confidence, causing a loss of supervisory focus on priorities, causing the breakdown of pay-for-performance systems, reducing the effectiveness of management development efforts, creating tension in work relationships with supervisors, and causing ineffective goal setting. Longenecker’s conclusion was that when performance appraisal is done well, it is an effective tool for increasing supervisory effectiveness. However, when it is done poorly, it is a dysfunctional organizational practice and has many negative …show more content…
As we have just seen, some have even suggested that the process is so inherently flawed that it may be impossible to perfect it (Derven, 1990). At the other extreme, there are many strong advocates of performance appraisal and some view it as a very critical aspect of organization life (Lawrie, 1990). Roberts (1998) defined the two extremes concerning performance appraisal as running from blind advocacy to outright vilification. In between these two extremes, there are varying schools of thought and belief. While most people advocate the use of performance appraisal, there are many different thoughts on how and when to apply