Effective performance appraisal systems contain two basic systems operating in conjunction:
An evaluation system: It aims is to identify the performance gap. This gap is the shortfall that occurs when performance does not meet the standard set by the organization as acceptable.
A Feedback system: Its main aim is to inform the employee about the quality of his or her performance. (However, the information flow is not exclusively one way. The appraisers also receive feedback from the employee about job problems, difficulties, complaints, grievances etc.)
One of the best ways to appreciate the purposes of performance appraisal is to look at it from the different viewpoints of the main stakeholders:
The Employee
The Organization
Employee Viewpoint
From the employee viewpoint, the purpose is four-fold:
Tell me what you want me to do
Tell me how well I have done it
Help me improve my performance
Reward me for doing well.
Organizational Viewpoint
From the organization's viewpoint, one of the most important reasons for having a system of performance appraisal is to establish and uphold the principle of accountability.
For decades it has been known to researchers that one of the chief causes of organizational failure is "Non-alignment of responsibility and accountability." Non-alignment occurs where employees are given responsibilities and duties, but are not held accountable for the way in which those responsibilities and duties are performed. What typically happens is that several individuals or work units appear to have overlapping roles.
The overlap allows, indeed actively encourages, each individual or business unit to "pass the buck" to the others. Ultimately, in the severely non-aligned system, no one is accountable for anything. In this event, the principle of accountability breaks down completely. Organizational failure is the only outcome.
In cases where the non-alignment is not so severe, the organization may continue to function, albeit inefficiently. Like a poorly made or badly tuned engine, the non-aligned organization may run, but it will be sluggish, costly and unreliable. One of the principal aims of performance appraisal is to make people accountable. The objective is to align responsibility and accountability at every organizational level.
An evaluation system: It aims is to identify the performance gap. This gap is the shortfall that occurs when performance does not meet the standard set by the organization as acceptable.
A Feedback system: Its main aim is to inform the employee about the quality of his or her performance. (However, the information flow is not exclusively one way. The appraisers also receive feedback from the employee about job problems, difficulties, complaints, grievances etc.)
One of the best ways to appreciate the purposes of performance appraisal is to look at it from the different viewpoints of the main stakeholders:
The Employee
The Organization
Employee Viewpoint
From the employee viewpoint, the purpose is four-fold:
Tell me what you want me to do
Tell me how well I have done it
Help me improve my performance
Reward me for doing well.
Organizational Viewpoint
From the organization's viewpoint, one of the most important reasons for having a system of performance appraisal is to establish and uphold the principle of accountability.
For decades it has been known to researchers that one of the chief causes of organizational failure is "Non-alignment of responsibility and accountability." Non-alignment occurs where employees are given responsibilities and duties, but are not held accountable for the way in which those responsibilities and duties are performed. What typically happens is that several individuals or work units appear to have overlapping roles.
The overlap allows, indeed actively encourages, each individual or business unit to "pass the buck" to the others. Ultimately, in the severely non-aligned system, no one is accountable for anything. In this event, the principle of accountability breaks down completely. Organizational failure is the only outcome.
In cases where the non-alignment is not so severe, the organization may continue to function, albeit inefficiently. Like a poorly made or badly tuned engine, the non-aligned organization may run, but it will be sluggish, costly and unreliable. One of the principal aims of performance appraisal is to make people accountable. The objective is to align responsibility and accountability at every organizational level.