Conducting Effective Performance Appraisals Essay -- Management Employ

Conducting Effective work Appraisals Performance appraisal is considered a key tool for managerial needs of todays organizations. Performance appraisal is the process by which organizations evaluate job motion. Usually a murder appraisal system requires a manager to rate each employees performance according to performance criterias that have already been established over a period of time. Performance appraisal systems also provide a basis for planning improvement as well as means for determining merit increases, transfers and even dismissals. According to Berkeleys Policy and Procedures, the purpose of performance appraisal is to be able to measure and enhance individual and institutional performance, and in turn to providing professional and career growth, determining merit increases, and meeting the sexual and external demands for documentation of individual performance. Performance appraisals are intended to encourage open communication between the employees and the superv isors. As a result, it provides an understanding of the employees job responsibilities, the standards of performance of a supervisor, and the progress of an employee in his or her job responsibilities. Performance appraisal are very weighty to employees because some type of feedback is needed in collection for employees to be aware of how well they are performing their job or on the contrarily, to be informed of the areas which they need improvement in. Feedback is one of the most important factors supporting high level of performance. Without performance appraisals or feedback, employees have no way of knowing whether they are doing a good job or whether in that respect are some areas in which they need to improve (F... ...ine. Available http//www.sasknetwork.gov.sk.ca/pages/tw/d121.htm. Bartley, Douglas L. Job Evaluation. Addison-Wesley Publishing Company, Inc. Reading, Massachusetts 1995. Cohen, Steven and William Eimicke. The New Effective Public Manager. Jossey -Bass Publishers. San Francisco 1995. Fournies, Ferdinand F. Employees Dont Do What They Are Supposed To Do Because They Think They Are Doing It When They Really Arent. Library Hall Press 1988. Online. Available http//www.gmp1st.com/mntp0798.htm. Heathfield, Susan M. Performance Appraisals Dont Work. Human Resources (6/11/00). Online. Available http//humanresources.about.com/careers/humanresources/library/weekly/aa061100a.htm. Henemen, Robert L. Linking Pay Increase to Performance Ratings. Addison-Wesley Publishing Company, Inc. Reading, Massachusetts 1992.