Performance Reviews

An organization needs to measure performance because it helps to determine if a function is productive and where to focus energies on (Hendry, Woodward, Bradley &amp. Perkins, 2000). It is essential to understand where to use the quantifiable data effectively thereby justifying the need for additional resources. While many believe an annual appraisal or attention is enough, according to Cascio (1995) it demands daily attention (cited by Connell &amp. Nolan, 2004). Once a year has not been considered sufficient to identify and discuss job strategies and weaknesses of individuals or teams. Performance appraisals have come under increased scrutiny in recent years. Ninety percent of the human resources executives are dissatisfied with the current performance appraisal system. Many argue that lack of objectivity in their completion, inappropriate timing of such a review and the lack of appropriate content have lead to their unpopularity among managers and subordinates alike. With diverse opinions available on this issue, this paper will explore the ineffectiveness of performance appraisal.
The system of Performance Appraisals was introduced as it was expected to improve organizational efficiency and enhance productivity. Facilitating communication can even help reduce employee uncertainty. Feedback is essential for employees as failure to provide a feedback can have negative implications. Without a system of feedback employees keep guessing whether they are on the right track or whether they should chart another course of path. A properly structured and applied appraisal system can help reduce distractions and promote an increased level of trust within the organization (Schraeder, Becton &amp. Portis, 2007). PA systems provide a forum for collaboration in setting goals for the employees. During the appraisal when individual goals and objectives