Many “always” and “never” in employee appraisals. Employees

Many
challenges have been identified as confronting the effective and efficient
practice of the performance appraisal system which includes the effects of
managerial decisions, reward and its turnout in commitment and loyalty of
employees which triggers productivity within the organization, Managers go wrong with
performance appraisals in so many ways that it is difficult to identify all of
them. Some of the problems have to do with the overall system of performance
appraisal and other problems are the result of the one-on-one meeting that is held for the appraisal interaction.

The study seeks to examine performance
appraisal as a tool for increased productivity in Baze University. It therefore
attempts to identify various employee appraising techniques, some common
appraisal problems and how proper performance appraisal can enhance increased
productivity at Baze University.

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Manipulating the Evaluation: In
some instances, supervisors control virtually every aspect of the appraisal
process and are therefore able to manipulate the system.

Leniency/ Strictness: The giving of undeserved high or low ratings.

Unprofessional Language: When
giving a positive or a negative review, supervisors should focus on using professional
language in reports. For example, instead of saying “good job,” you
might want to say, “the employee demonstrated an expert understanding of
the duties listed in his/her job description.” If you are writing a
negative review, not to say things like, “The employee doesn’t know how to
do his job.” Instead, write that he/she “did not show satisfactory
competence.”

 

General Terms: Being too
general, such as saying an employee’s conduct was “good” or her/his
performance was “poor,” will not help your employees learn from their
performance reviews. Instead, be as specific as possible, following up any
general terms with specific words that clarify points.

 

Extremes: using
words like “always” and “never” in employee appraisals.
Employees rarely “always” or “never” do something, whether
it is positive or negative. Using extremes can make employees want to argue and
prove that they did what you accused them of “never” doing. However,
the problem really was that they do not do it nearly enough. Instead, use
phrases like “has a pattern of” or “seldom.”

 

Fear of self-expression: some
employees are afraid to express the way they feel on certain issues because
they feel they will lose their jobs or be penalised unjustly without a strong
reason, the performance appraisal should be structured in a manner
that will give room to identify other deficiencies that necessarily would not
reflect in the performance evaluation form.

In addition; Instead of seeing them as the learning
experience that they are meant to be, employees often view performance reviews
as negative experiences or even as a form of personal attacks. To make the
performance review process go more smoothly, managers/supervisors should take
time to write out the appraisal in a professional and educational manner,
avoiding emotionally charged or unspecific words that can make learning from
the report difficult.

1.3       Research Questions

The
study will provide responses to the following research questions:

i.                   
Is there performance appraisal in
Baze University?

ii.                 
What is the role of performance
appraisal in relation to organizational productivity in Baze University?

1.4       Research
Objectives

This
research study is set out to achieve the following objectives

i.                   
To identify different challenges facing
performance appraisal in Baze University,

ii.                 
To identify through which
performance appraisal can be improved in Baze University.

 

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