The paper "Performance Appraisal and Identity" is a great example of management coursework. Organizations that are seeking to be competitive in the market through employees should be able to manage the results and the behavior of their employees. Usually, the formal performance appraisal was regarded as the major means of managing the performance of employees within an organization. Performance appraisal was regarded as an administrative function that was only done by the managers and particularly the responsibility of the human resource. Currently, managers regard performance appraisal as an annual event where they quickly fill the appraisal form and use it in cataloguing all the bad information they have collected on an employee over the past years (Combe, 2014).
Since they don’ t like being confronted and feel as if they don’ t know how to appraise, some of them spend the little time to provide feedback to employees. In most cases, both employees and managers dislike the process of performance appraisal. “ Frustrating” , “ burdening” , “ time-consuming” and “ dreadful” are some of the words that think when receiving or giving performance appraisals. Some of the contributing factors include inconsistency of performance appraisal practices across the organization, the inability of the appraisal system to offer meaningful information for employee growth to empower employees to build their skills and failure to differentiate among performance levels. Some people have argued that all the performance appraisal systems are flawed to an extent where they are manipulative, autocratic, manipulative ad counterproductive.
It is, therefore, worth to note that the criticism levelled against annual performance appraisal is not as a result of performance evaluation of employees but rather the perception of managers towards employee identities Performance appraisal and Identity There has been considerable interest in the present literature in the salience and nature of identity at the place of work.
Looking at workplace identity holds important promise as a way of extending our knowledge of reactions of employees to HRM strategies in general, particularly to performance appraisal. It allows us to look at the process through which managers view identity and how they manoeuvre regarding such practices as employee appraisals. Identity confirmations, challenges, disruptions, and consequent work identity as a result of the appraisal process form a good foundation for research. The meaning of identity has created some definitional problems since it is used in various disciplines.
For instance, there is a vast literature on identity within the social theory. Scholars and writers from various theoretical traditions have looked at the intricate ways that people are seeking so as to construct the true meaning for their relationships, actions and their identities. Therefore, identity is not just a label or an abstract idea, such as an ethnic category, title or a personality trait but rather a lived sense of belonging or not belonging.
True identity comprises of deeper connections with others through shared experiences, histories, affection, reciprocity, and mutual commitments. In summary, identity is achieved by defining and revising who a person is, or who we are as a group Appraisal and identity regulation The management approach regards appraisal as a discursive technology with the purpose of controlling employees within an organization through (re)construction of worker identity. Identities societies, social institutions and also cultures may be seen as ‘ discursively constructed ensembles of text’ .
ReferencesThe paper "Performance Appraisal and Identity" is a great example of management coursework. Organizations that are seeking to be competitive in the market through employees should be able to manage the results and the behavior of their employees. Usually, the formal performance appraisal was regarded as the major means of managing the performance of employees within an organization. P