The paper "True Purpose of Performance Appraisals" is an outstanding example of management coursework. Performance appraisal is an important corporate entity. It is a recommendation to most organizations as it aids both in the personal improvement of the workers as well as to the control of management. Performance appraisal is normally done using different styles such as management by objectives, 360- degree appraisal, behavioural anchored rating styles and trait-based systems. The performance appraisal aids individuals in career development and thus self-fulfilment. This is because most individuals desire to grow in their careers and to learn new challenges each day.
Thus, personal learning is an important aspect of performance appraisal. It eventually aids the management to achieve the organizational goal. Performance appraisal also aids the in management control as it provides sufficient information which is used in managerial decisions. These decisions include such things as training decisions, promotion decisions, granting of bonuses among other things. It is difficult to separate the purpose of performance appraisal and determine whether it is for management control or for personal learning. This is because personal learning eventually aids the management in by the fact that the ultimate performance of the organization is improved.
The management always desires to work with the best-qualified staff thus personal learning among their employees is a key element towards corporate development. Introduction Performance appraisal is sometimes referred to as employee appraisal (Maurer 10). It refers to the process within an organization in which the job performance of employees is evaluated. It normally focuses on such aspects as the quality of the job done by an employee as well as the quantity of work done by the employee (Billett 319).
It also focuses on such aspects as time spent to perform the job as well as the cost that is incurred to fulfil that job. This is normally done by a corresponding manager who acts as the supervisor during the task fulfilment. It serves to the employee as a pathway to career development as they learn new tricks and skills during the tenure of the appraisal. To the employer, on the other hand, it serves to give them the true worth of an employee to the organization (Buchner 60).
This they obtain by reviewing the four aspects discussed above by obtaining the information concerning the employee analysing it and recording so as to get the appropriate feedback. The report obtained after appraisal also includes employees’ recent failures as well as successes and also the strengths he possesses and the weaknesses as well (Maurer 15). This information is normally used by the employer to judge whether the employee deserves further training and whether he is suitable for promotion. Methods of performance appraisals Performance appraisal within an organization is done using different styles.
The method employed for performance appraisal within an organization is very dependent on the choice of management. There are several methods that can be employed (Gray 453). A Sample of these includes: Management by objectives - This is a technique where the objectives of the organization are well spelt out to the employees for they are involved in the process of goal setting. This facilitates the clarity of the information to the employees as well as the administrators. This increases motivation among the employees. It also ensures that there is better communication (Boud & Middleton 198). 360- Degree appraisal - This is an appraisal technique in which the employee is observed from all around.
He is conceived to be at the middle of the circle and feedback concerning the employee is drawn from all around him. The information obtained by the management about the employee is then used to plan the training process as well as employee development (Buchner 65). Behavioural anchored rating scales - These are used to report the performance of employees. The scale points run from five to nine.
Billett, S. Workplace participatory practices: conceptualising workplaces as learning environments. Journal of Workplace Learning, 16.6 (2004): 312-324.
Boud, D. & Middleton, H. Learning from others at work: communities of practice and informal learning. Journal of Workplace Learning, 15.5 (2003): 194-202
Buchner, Thomas. "Performance management theory: a look from the performer's perspective with implications for HRD", Human Resource Development International, 10.1 (2007): 59-73.
Easterby-Smith, Mark. Disciplines of Organisational Learning: Contributions and Critiques. Human Relations Journals, 50.9 (1997): 1085-1113.
Gray, C. Management Development in European Small and Medium Enterprises. Advances in Developing Human Resources, 6.4 (2004): 451-469.
Maurer, Todd. “Employee Learning and Development Orientation: Toward an Integrative Model of Involvement in Continuous Learning.” Human Resource Development Review, 1.1 (2002): 9-44.