Ideal performance appraisal is a complex process based on psychological characteristics and a multidimensional analysis of employee’s performance. Ideal performance appraisal of my job would involve feedback from my supervisor, assessment of my training needs and personal development programs. I suppose that ideal performance appraisal should be objective, resulting from clearly defined performance output. Furthermore, the amount and type of data may be under the supervision of the managers who select the information they need about how well I are doing. On the other hand, Ideal performance appraisal may be subjective, arising from direct and indirect evaluations made by colleagues. Such data may be sought deliberately by the manager. This information it may be delivered by my supervisor or manager even when it is not sought and may even be unwanted (Smither 43).
Feedback is the main method to analyze my skills and knowledge. Giving feedback may depend on the company’s expectations to ideal performance feedback as part of the supervision process. Less specific to an individual supervisor’s actions, the attitude survey is a tool for analyzing employees’ reactions to supervision and organizational strategies. Rating formats should be a part of ideal performance appraisal. They should be designed to emphasize a focus on behaviors and professional skills. Such rating scales improve accuracy and generate objective appraisal of work. In addition, multi-source feedback (which involves such methods as feedback from subordinates, peers, supervisors or some combination thereof) is important as it allows to create a real life picture of work and performance.
The proposed methods and wools will measure my professional skills and knowledge, ability to meet organizational strategies and policies and communication skills. The proposed framework captures data from multiple sources and focuses the manager’s attention on my role from different perspectives. turning specifically to multi-source feedback, employees manage their own responsibility through motivation for high performance. Also, such tools as self-ratings combined with feedback from peers allows self-other comparisons and tracking development. Facilitating strategies involve requiring that each employee explain his or her own feedback to the supervisor and make commitments for further development. Knowing that the survey is reported over time also makes the data more objective because there will be a chance for me to show improvement and self-development (Smither 47).
The proposed strategies will help me to identify personal goals and possible weaknesses in professional skills. Discussions with managers will help me to develop a clear understanding of skills deficiency and develop a new self-improvement program for myself. Such mechanisms of performance appraisal can be improved by requiring that managers conduct performance review discussions with every employee during which the multi-source feedback is conducted (Murphy and Cleveland 111). This occurs through such tools as employees’ responsiveness to demands and tasks, their attempt and, finally, their first-class performance. Support from colleagues, especially one’s manager, motivates me and inspires me in the face of daily job stress. Furthermore, this performance appraisal should involve every stage of the way and, as such, set up and reinforce the commitment and motivation to grow. The performance appraisal changes the relationship between a manager and employee by requiring informal communication, partnership, and follow up on goal fulfillment and performance improvement. Also, the performance appraisal improves a climate of support for personal growth and continuous training in the company. Ideal performance appraisal is a complex process based on multiple sources of analysis and job evaluation.
Smither, J.W. Performance Appraisal: State of the Art in Practice (Siop Professional Practice Series. Pfeiffer; 1 edition, 1998.)
Murphy, K.R., Cleveland, J.N. Understanding Performance Appraisal: Social, Organizational, and Goal-Based Perspectives. Sage Publications, Inc, 1995.