CHANGES TO THE APPRAISAL SYSTEM

Changes to the Appraisal System

Abstract

The most important asset in any organization is its human resource. Therefore, it is essential to have a good performance appraisal system to evaluate performance of every employee in the organisation. This briefing paper is to recommend changes in the performance appraisal system to my line manager. This report explains the current performance appraisal system within organisation along with its advantages and disadvantages, and in relation to the analysis of the existing appraisal system's strength and weaknesses identified, the challenges faced in the process of performance appraisal review are discussed and changes are recommended for the enhancement and betterment of appraisal system. Among three different appraisal systems' types generally used in organisations, i.e. open, closed and hybrid appraisal system, my organisation follows the hybrid appraisal system for reviewing and assessing employees' performance. Our organisation has applied 360-degree appraising method as it is found to be an ideal and effective performance appraisal system; however, with an examination of attributes and features associated with 360-degree appraising system, this paper presents changes to appraisal system, which enable assessment of performance of employees more accurately. This report suggests that real improvement in performance and personal growth takes place when recipients of 360 degree feedback are provided with the appropriate support to apply their feedback reports thoroughly into the best possible outcomes.

Changes to the Appraisal System

Introduction

Performance appraisal is one of the most controversial yet complex human resource techniques (Roberts, 2003, p. 89). A performance appraisal or evaluation is a part of career development, and can be defined as a systematic and periodic process through which an employee's performance is evaluated or reviewed. Performance appraisals involve regular reviews and assessment of productivity and performance of employees within organizations (DeNisi & Kluger, 2000, p. 130), with reference to certain pre-established organizational objectives and criteria. According to Coens and Jenkins (2000), performance appraisals can be damaging if they do not have fair procedures and objective criteria. Performance appraisals are very important aspect of an organization as it lets an organization get the most from its employees and weed out those employees who can't or won't do the job. This briefing paper will provide an outline of the current appraisal system, along with its strengths and weaknesses. Then, this report will discuss the improvements that can be done in the current appraisal system of the organization in light of the analysis of the strength and weaknesses identified. This paper will not propose quite different approach to the existing appraisal system; rather, it will provide recommendations and suggestions how the current appraisal system of the organization can be improved in order to get the most from it.

Discussion

An outline of the current Appraisal system

Also termed as multi-source feedback, multi-rater feedback, or multi source assessment, 360-degree feedback is feedback that comes from immediate work circle of an employee. Several people take part in providing feedback for the performance of a single candidate. 360-degree feedback most often includes direct feedback from supervisor, peers, and ...