Improving Performance Appraisals Analytical Essay by Dougy

Looks at the need for, and ways of, improving performance appraisal in organizations.
# 149912 | 2,625 words | 16 sources | APA | 2012 | KE
Published on Jan 12, 2012 in Business (Human Resources) , Psychology (Motivation Studies)

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This paper suggests that the most important aspect about performance appraisal is that it presents a rare opportunity for supervisors and employees to have a direct discussion to identify and rectify existing problems and to encouraging good performance. Next, the author reviews performance appraisal techniques and issues created by these appraisals. Even though some people believe strongly that performance appraisals should not be used both as an evaluation and development tool, the paper argues that there is a need to create a performance appraisal system that can evaluate employees objectively and at the same time can encourage and develop them

Table of Contents:
Controversy on Performance Appraisal
Effect of Performance Appraisal on Employees
Performance Appraisal Techniques

From the Paper:

"Heathfield proposed that when employees have their performance under review they mostly tend to be defensive and may feel like they are being targeted by their supervisors. He writes, "Whenever his performance is rated as less than the best, or less than the level at which he personally perceives his contribution, the manager is viewed as punitive. Disagreement about contribution and performance ratings can create a conflict ridden situation that festers for months."
"In his writing a great writer warns that, negative feedback from performance appraisal will mostly fail to motivate the average employee and may attribute to the worker performing worse. In most cases only workers who have who possess a high degree of self-esteem will be motivated by this criticism and improve their performance. A study carried by Baron, about destructive criticism that is vague, unreasonable or presented in an unsympathetic way leads to the worker showing signs of anger, resentment, denial and ultimately causes poor performance.
"It is therefore, important that the person carrying out the assessment should be non-biased and offer explanation of how the worker could improve on noted things. This would help improve the company."
In his study, Bannister notes that it is important the appraiser be credible so that the workers whose performance is being reviewed view the appraisal process as un-biased, fair, and accurate. He further says that if this is done then the workers will be ready to accept the feedback they get and will be willing to change on noted issues.

Sample of Sources Used:

  • Archer N. (1998) Introduction to Performance Appraisal. Boston: Houghton
  • Bacal, R. (2001) Performance Management & Appraisal, Discipline & Recognition. Boston: Houghton
  • Bannister, B.D. & Balkin, D.B. (1990) Performance evaluation and compensation feedback messages: and integrated model, Journal of Occupational Psychology, Vol 63, June, British Psychological Society
  • Bannister, B.D. (1986) Performance outcome feedback and attributional feedback: interactive effects on recipient responses, Journal of Applied Psychology, Vol 71, 203-210
  • Baron, R.A. (1988) Negative effects of destructive criticism: impact on conflict, selfefficacy and task performance, Journal of Applied Psychology, Vol 73, 199-207

Cite this Analytical Essay:

APA Format

Improving Performance Appraisals (2012, January 12) Retrieved May 11, 2021, from

MLA Format

"Improving Performance Appraisals" 12 January 2012. Web. 11 May. 2021. <>