Introduction
A performance appraisal, also referred to as an employee appraisal, is a process that is used to assess how an employee carries out his or her duties.
The assessment is normally carried out by the concerned overseer or manager to establish one’s performance in terms of excellence, capacity, cost, and time (Archer North & Associates, 1998, p. 7). Carrying out of performance appraisals is a vital component of directing and handling profession growth as it is a course of attaining, evaluating, and recording information regarding the value of a worker to the entity.
The evaluation is quite wide as it seeks to establish the employee’s latest accomplishments and letdowns, individual strong points and weak points, and appropriateness for promotion or advanced training. It is as well the sound judgment of a worker’s performance in an occupation founded on parameters other than output alone.
A performance appraisal/review is a major building block in the performance running course of any institution or company. If applied efficiently, the performance appraisal can offer precise view on earlier period performance and provide reaction to workers on sectors that are strong points and those that require some stepping up (Patterson, 1987, p. 32). It is a perfect element in laying down the stage for performance progression. Consequently, performance administration is among the most key tasks of administrators.
Reward systems refer to worker appreciation programs that are aimed at heightening the spirits of workers and constructively transform the shape of an institution or company. Through the setting up of performance review and reward schemes, employers let their employees know that their input yields positively and is valued and welcomed.
Performance appraisals and incentives are intended to show appreciation to workers. The ones who demonstrate exceptional capabilities in the place of work are feted by way of an appraisal and reward scheme (Archer North & Associates, 1998, p. 8).
Main objectives of performance management systems
Performance management systems are geared towards improving output by way of ensuring that workers are appreciated for their progress and outstanding performance and in their day-to-day duties (Weightman, 2008, p. 16). The specific aims of such schemes include: coming up with a setting that facilitates receptive and continuous communication involving supervisors/administrators and workers.
Such schemes openly recognize worker’s strong points and progression requirements in order to do well in their present and upcoming positions.
Employees are offered well-timed and precise view as regards to their performance of job obligations in relation to set placement obligations and measures (Patterson, 1987, p. 34).
Performance appraisal systems offer a purposeful technique to assessment of worker performance.
Authentication of procedures of picking workers and human resource guiding principles are all achieved by way of these systems and corporations/institutions attain the required federal equal employment opportunity conditions (Weightman, 2008, p. 16).
Features of an effectual performance feedback practice
An effective performance appraisal scheme is distinguished by various characteristics (Margulies, 2004, p. 12). First and foremost, response needs to be given regularly, not annually as quite a number of corporations are used to.
An appropriate situation should be created for an appraisal discussion. This is vital in ensuring that all involved are well prepared and that they will take such discussions for what they are.
Prior to an appraisal discussion meeting, it is imperative that the employee(s) concerned be requested to rank their performance (Margulies, 2004, p. 14). With their opinion and that of their supervisor(s), it is easier to reach a common ground since it will be a discussion involving all stakeholders, unlike cases whereby it is the manager(s) who are the only ones to give their take.
For the duration of an appraisal discussion meeting, it is always recommended that employees are given the confidence to fully take part in the exercise.
An effective performance appraisal scheme at first has to recognize effectual performance by way of commendation(s) to the concerned employee, other recognition ways like rewards then follow.
In the process of acknowledging employee performance or showing them the correct way of going about their business, emphasis needs to be laid on getting to the bottom of problems that are encountered day-to-day (Archer North & Associates, 1998, p. 11).
An effective appraisal system needs to have the conduct or output of the given employee(s) as the centre of attention, and not the individual.
All the parties involved have to see eye to eye as regards to the exact aspirations and place a date to evaluate the progression.
Criticism needs to be kept to the minimum for good practice in such sessions (Archer North & Associates, 1998, p. 12).
Employee rewards and how powerful of a motivator they are
Motivation basically refers to the psychological feature that stirs up an employee to action toward a desired goal(s); the reason for the action; that which gives purpose and direction to behavior.
There are various types of rewards that can be bestowed to employees, above and beyond spoken commendation. Management can show their appreciation by giving their workers tokens or incentives (Margulies, 2004, p. 19). They can come in various forms such as; honor plaques, cased certificates, particular parking spaces, endowment cards, and a complimentary day off, among others.
Whenever employers commend their workers’ performance it is more or less at all times an advantageous and constructive practice for both the management and the workers. Appraisal augments motivation, maintains workers target-oriented and in high spirits (Weightman, 2008, p. 23). With such high spirits and self-esteem, workers will always have the desire to excel at their places of work.
Employee rewards is not just a pleasant thing for the management to do for their staff. It is a means of communication that adds force to and recompenses the most vital outputs that these workers generate for the corporation or business (Margulies, 2004, p. 21). When workers are commended effectually, then the management buttresses with their chosen ways of acknowledgement, the accomplishments and conduct that they mainly want to see the staff members do again.
An effectual worker acknowledgement scheme is straightforward, instantaneous, and strongly highlighting. Whenever one or a group considers worker acknowledgement procedures, it is necessary that they come up with appreciation that is by the same token potent for both the institution or company and the members of staff (Margulies, 2004, p. 21).
Employee rewards are really effective when all the workers are entitled for recognition. In almost all entities/businesses, achievement of desired results is as a result of teamwork and contribution by various players (Weightman, 2008, p. 25). Therefore, when all the players are entitled to acknowledgement an across the board success is the likely result.
Rewards and acknowledgment make available precise information concerning the required performance and conduct that people are being appreciated for (Weightman, 2008, p. 25). The rewards thus push all the stakeholders toward attaining the desired results or output.
Some effectual and cost-effective means of rewarding employees
Offering flexible work plans is one reward that costs nothing but goes a long way in boosting employee morale and is a vital ingredient towards increased productivity. As a matter of fact, people have various tasks they need to carry out, for instance, doctor’s appointments during working hours (Archer North & Associates, 1998, p.14). Allowing them to go on with such deserving errands so long as they cover up for the lost time later goes a long way in developing the right relationships between management and staff and at the same time enhances productivity.
Use of handwritten notes by managers/supervisors to workers who ought to be recognized is an effective means.
Work needs to be made fun. Experiences that boost morale should be incorporated into the weekly activities, for instance. Such activities ensure people have fun and socialize with the aim of improving productivity (Patterson, 1987, p. 48). As an example, workers in an office can be asked to come with a baby photo, place it on a wall, and then members asked to decide on which staff member matches each photo.
Enhancement of connections or links in a bid to make various members hook up brings forth a sense of togetherness and unity (Weightman, 2008, p. 26). Workers can be introduced to main contractors, clients or even members in the board of directors.
Employees can be sent to the showers. This means parties and get-togethers of fellow members of staff like birthdays and weddings. Employees can be allowed to leave early on such occasions (Archer North & Associates, 1998, p.15). These practices go a long way in ensuring socialization and bonding between staff members, which are a vital component for great teamwork at the place of work.
Both effort and achievement need to be rewarded. As much as some ideas from employees may fail, the management’s duty is to ensure that they keep churning them. This is especially important in encouraging creativity and constructive conduct (Archer North & Associates, 1998, p.16).
Giving free passes at times is good for an organization’s members of staff. Such few free days off are effectual in that workers do not have to lie that they are sick or have been caught in some tight situation. They can use such days to carry out important personal activities.
The management can dole out things such as cream and sugar at various times. For instance, during the busy periods of the year, supervisors can push coffee and/or tea carts around the workplace as they serve up their members of staff (Weightman, 2008, p. 27). During such exercises, they can give confidence and hearten their subordinates and get to hear from them. Such a set up gives productivity a shot in the arm.
Offering or giving a provision for swaps is beneficial. This means giving those who have excelled an opportunity to pick and choose their own tasks or dealings with a co-worker(s) empowers and acknowledges them at the same time.
The efforts of those who have excelled need to be applauded literally. If a member has done something that is in actuality meaningful, the management should have the entire workforce offer him/her an enthusiastic recognition, one accompanied by loud applause (Patterson, 1987, p. 50).
The supervisors/managers can at time give out their sentiments with, say flowers. A manager can bring in flowers and place them in an impressive way on the desk of the employee(s) to be appreciated (Weightman, 2008, p. 27). The entire team will work hard to achieve and even surpass the set objectives in order to land such gifts.
Walking it as you talk it is a more than effective method. The management can back a walkathon where members of staff set aims for striding a given figure of steps each day. Those walking the farthest can be offered a free of charge fitness centre membership. These will not only keep staff members more on top form, but will turn these day by day walks into roving staff meetings. Members will be able to keep each other posted on various projects and ask for team participation.
Employees who have done something impressive can be vote for a wall of distinction (Weightman, 2008, p. 28). This refers to an unrestricted space inside the institution/organization where pictures of those who have impressed or excelled are placed, alongside the particulars of what they accomplished to get themselves a place on the wall.
The administration can form a quite space in the building where members of staff can turn over in their minds, wind down, rest, or recollect themselves.
Employees normally want to be zealous about their work, and not just have the benefit of it. To make them feel treasured and instigate their passion, the management needs to encourage them make their own decisions (Patterson, 1987, p. 54).
It should be ensured that their passion and innovativeness are not compromised.
Employees who have done something commendable can have the best parking space reserved for them (Weightman, 2008, p. 28). For instance, if it can be next to the manager’s spot so that the worker can talk with him or her into the office.
Supervisors and managers need to always remember the secret words that normally get the utmost return on investment. A simple ‘thank you’ goes a long way.
Conclusion
Performance reviews and rewards are meant to appreciate workers and there are a few points to note about them in order for them to be effective (Patterson, 1987, p. 56). Whenever supervisors share their approval they need to be definite as regards to what they really liked. This not only encourages employees but enables them repeat the same feat again.
Recognition also needs to take place as close to the impressive action/accomplishment as possible, and this is in a bid to ensure that the acknowledgement buttresses the conduct that the administration wants to promote (Archer North & Associates, 1998, p.18).
References List
Archer North & Associates. (1998). Introduction to Performance Appraisal. Available from http://www.performance-appraisal.com/intro.htm Pp.7-18.
Margulies, J. (2004-03-24). Performance Appraisals. (PDF). Retrieved from web
Patterson, T. (1987). Refining Performance Appraisal. pp. 32- 56.
Weightman, J. (2008). The Employee Motivation Audit: Cambridge Strategy Publications. pp. 16-27.