Perceptional Barriers - A Hindrance To Effective Performance Appraisal Management

Journal Name: 
Journal of Management Outlook
Volume: 
Vol. 5 - No. 1
Authors: 
Author Name Designation Organization
S.Mufeed Ahmad
Jenifur Majid
Abstract: 

Performance appraisals are a great way for a company to assess their employees especially in the services due to   their non tangibility of output, be it financial services, tourism, telecommunications or Information technology, yet by nature they are somewhat subjective. This leaves employee reviews open to potential ethical complications.   Appraisers  may intentionally or unintentionally evaluate staffers using different criteria, which can elevate or devalue  individual scores in an unethical manner. They may also fail to take their personal feelings into account when issuing  performance judgment, which can bias their assessment, take the focus away from the professional elements of an  evaluation, and skew the results. In perfect world, the appraiser would leave all bias and unethical decisions away  from the meetings. Since this is not always the case, implementing training and  awareness for raters is a good way  for them to become familiar with the unethical  possibilities so they can prevent themselves from having them occur during a performance appraisal. Writing a performance evaluation is a challenge. Managers are bound to have some employees who feel their efforts are purely instinctive. As a rater, one must observe employees working in their  typical environment at least a few times and give ratings based on observed patterns of  acceptable and  unacceptable behaviour. Although no evaluation is 100 percent unbiased, raters cognizance about the common errors and various marginal aspects of performance evaluation can help avoid moral and ethical challenges common among  performance appraisals. In the present paper wide variety of inaccuracies and biases referred to as rating errors in  performance evaluation are  discussed and suggestions are proposed to overcome them in order to make the performance  appraisal  system significantly effective in pursuit at organisational as well as at individual levels. An  attempt has also been made locating the common inaccuracies in rating of BSNL personnel, followed by suggestions   for improvement which will eventually lead to better work culture, high employee morale and satisfied staff.