Conducting an effective employee performance appraisal is important to the organization and the employees themselves

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Conducting an effective employee performance appraisal is important to the organization and the employees themselves. The managers have to understand several vital issues that ensure the effectiveness of the performance appraisal. According to (Mitchell, 2010), performance appraisals should not be a moment for the managers to ridicule or harass their employees, nor is it a chance for the employees to shy off, instead it is a moment for both parties to interact with each other on the issues regarding the working conditions.

The managers have to create and enhance a conducive environment for employees to express themselves concerning their performance. The actions, words, and attitudes of the managers should be directed toward the objectives of the appraisals (Roberts, 2003). The managers are required to assure the employees of the purposes of the performances appraisals and the expectations of the organization and those of the managers in the appraisal process.

The managers also need to allow the employees are undergoing the appraisal to raise their views and opinions about the discussions during the appraisal process. Making the employees air their inputs allows the employees to own up the deliberations and outcomes of the appraisal process. The managers will have a chance to understand the challenges facing the employees in achieving the desired results as well as some of the solutions available to address such problems (Werner & Bolino, 1997). The buy-in makes the organization able to use the performance appraisals as a tool for motivating both the employees and the managers

Additionally, managers need to uphold the ethical considerations while conducting the performance appraisal (Roberts, 2003). At a minimum, the managers have to ensure human respect and dignity are always upheld, and the organization’s employees’ rights are supported during the process.


Mitchell, L. D. (2010). Emotional Responses to Performance Appraisal Feedback: Implications for Organizations. Journal of Applied Business and Economics, 11(4), 82-108.

Roberts, G. E. (2003). Employee performance appraisal system participation: A technique that works. Public Personnel Management, 32(1), 89.

Werner, J. M., & Bolino, M. C. (1997). Explaining U.S. courts of appeals decisions involving performance appraisal: Accuracy, fairness, and validation. Personnel Psychology, 50(1), 1-24.Elizabeth V

Employee performance appraisals by managers is a tool to determine promotions in their staff. It should exclude the attitude of the manager performing the assessments, for a non-bias and neutral observation to be obtained (Kondrasuk,2012). Managers, by understanding their own attitudes about employee performance appraisals gain insight into their own ability of selecting potential employees for promotion (Tanya, Annelize,2017). Negative and inaccurate perceptions can impact negatively the decisions of managers when conducting their appraisals.

Managers negative, and positive perceptions must be balanced to achieve a neutral assessment. Over extended positive perceptions can attract the manager to promote a biased friendly employee with a lesser skill. Negative perceptions can detract the manager from acknowledging employee skills, leadership, and ability to achieve goals for the organization (Tanya, Annelize,2017). By objectively making decisions that impact the organization, (not the negative attitude of the manager), managers can avoid their attitudes towards appraisals (Kondrasuk,2012). Managers can avoid the pitfalls of these attitudes by actively listening and engaging while observing their staff.

Managers, by maintaining an objective and non-biased and constant observation and communications throughout the year of their staff, support the positive and negative work-related performance (Phillips,1987). Conversing on topics with their staff about projects and challenging tasks provide managers with identification of employee’s ability take on more responsibilities and achieve goals. The ongoing interactions with employees provides managers with information to make the best decision for employee performance appraisals (Tanya, Annelize,2017).

Managers observing employees objectively, gain insight into their skills, attitude, work ethics, teamwork, and strengths and weaknesses (Phillips,1987). Managers that consider attendance, lateness and communications, can conduct an effective employee performance appraisal by observing and listening to the employee interactively with others in the office.

Phillips, K. R. (1987). Red flags in performance appraisal. Training and Development Journal, 41(3), 80.

Kondrasuk, J. N. (2012). THE IDEAL PERFORMANCE APPRAISAL IS A FORMAT, NOT A FORM. Academy of Strategic Management Journal, 11(1), 115-130

Tanya, d. P., & Annelize, v. N. (2017). Factors influencing managers’ attitudes towards performance appraisal. SA Journal of Human Resource Management, 15

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