Rhetori Performance Appraisal

“Performance appraisal can be defined as a general heading for a variety of activities through which organizations seek to assess employees and develop their competence, enhance performance and distribute rewards” (Van De Mieroop & Vrolix, 2014, p. 159). In the article “A Discourse Analytical Perspective on the Professionalization of the Performance Appraisal Interview,” Van De Mieroop and Vrolix discuss performance appraisal interviews as interactions between managers and their employees that can resemble a therapy or counseling session (Van De Mieroop & Vrolix, 2014, p. 160).

Today, organizations need to have a clear understanding of where their organization is and where it needs to be in the future to secure longevity and financial success (Moore, Ellsworth, & Kaufman, 2011). Organizations need to have a performance management system in place to stay competitive. Therefore, having a well-developed performance management process in place allows the employer and employee to communicate goals, share information, and establish career growth. Performance management needs to contribute to the success of the organization while providing a positive impact on the employees. Therefore, the mission, goals and performance management should coincide with one another.

Cook, S., & Macaulay, S. (2007). How an integrated approach to performance appraisal and the

An appraisal is one of the most commonly used methods of formal assessment and is used to evaluate and assess the performance of an employee against agreed targets and objectives, with the aim of improving employee performance. Where an employee has been able to achieve their targets, the appraisal can be used to recognise successes. This often helps to increase an employee’s confidence and motivation and can lead to better organisational performance. Many organisations will use the outcomes of an appraisal to identify potential candidates for promotions or even an increase in pay. At the same time, an appraisal meeting may include discussions on underperformance, identifying why this has occurred and how this can be avoided in the future.

Performance Management is an ongoing process of communication between a supervisor and an employee in an effort to accomplishing an organization’s strategic objectives (Mello 2015). Performance Management occurs throughout the year and provides feedback on expectations, identifying goals and objectives, and results. Based on Mello there are five strategic decisions that has to be made when developing a Performance Management system. The strategic decisions that has to be made are (1) how will the system be used (2) who will evaluate the system (3) what will be evaluated (4) how will the information be evaluated and (5) what methods wills be used to evaluate the information (Mello 2015).

“Performance appraisals can enhance employee performance as well as advance the mission and goals of an organization. There are many advantages of performance appraisals if they are applied fairly, consistently and objectively. Performance appraisals not applied fairly can be counterproductive and even destructive to

‘The problems associated with performance appraisal systems can be overcome by improvements to their design and implementation’. Discuss with reference to the orthodox and radical critiques of performance appraisal.

Performance Management Within the Workplace The basis of the mainstream of performance appraisals within the modern workplace is one person (a manager or executive) rating one more, an intrinsically individual process. There are distinction such as 360 degree appraisals that include the judgment of others such as clientele and peers/colleagues in the process but it is the action of one person transitory judgment upon another that is subjective in nature and the root cause of many of the problems encountered in the research associated with performance appraisals. Performance appraisals are of importance to the organisation, as they often provide the only measure of an individual's contribution and

A performance management system should consist of planning, monitoring, reviewing and evaluating (Hrcouncil.ca, 2015). During the planning phase management should identify, clarify and agree upon expectations of the employee. Also, in this phase management needs to determine how results will be measured, agree on the monitoring process and document the plan for performance management. Furthermore, this step is imperative for management to identify and ensure the performance objectives are explicitly stated to the employee. In the development of this phase management would

The employee should reflect on his/her career goals. However, as most HR professionals know all too well, supervisors lack in preparing and conducting performance appraisals, especially in a timely manner, often merely from a lack of understanding of the critical nature of the performance appraisal process (Tourish & Robson 2006).

Performance management systems help direct employees toward organisational goals by letting employees know what is expected of them and how it will be achieved. When an employee has been given the performance management system, they

In contrast, Delahaye (2005) considers performance appraisal as administrative and developmental and for him, administrative performance appraisal is concerned with “making decisions for salary, increments, promotions, retrenchments and succession plans while developmental performance appraisal identifies the developmental needs of an individual for present and future performance” (p. 142). These ideas reveal the importance of appraisal in both the economic and career status of employees. Performance appraisal

Performance management relates to an organization’s ability to implement a system to evaluate and advance employee performance. Achieving peak performance requires consistency, clear objectives, and constructive employee evaluation. According to Mithas, Ramasubbu, & Sambamurthy (2011), an organization must design the performance management system based on extensive research about the organization’s mission, and then properly communicate the purpose of the system to employees, stakeholders, and decision makers. After the performing the research, the information should be used to establish the appropriate performance management specialized for the organization. In addition, an effective performance management system should align

Performance is a measure of whether or not the employee is achieving company goals effectively and efficiently provided that it contributes to the overall objectives of the organization. Management should have a strong understanding of the role of each employee as well as the ability to convey their expectations to the work force. Historically, Performance Management began as a means of income justification and was used to determine employee wages based on individual performance. Organizations using Performance Management did so in order to encourage behaviors that derive desired results from employees. In practice,

Furthermore, during the appraisal interview managers tend to probe or ask “why” concerning employee poor performance, thereby putting employees on the defensive. In contrast, managers ask better-performing employees “how” or opinion questions, leading to explorations of challenges and issues. A vexing paradox of appraisal interview is structure is that problem exploration is essential to help employees improve performance, yet recurring patterns of blame and defensiveness all but prevent remediation and the required assistance for employees in most need of problem exploration.