Performance appraisal purpose, process, and frequency
Performance reviews play a significant role in developing employees and helping an organization to achieve its goals (Walker & Greenhall, 2011). For a new employee, the review should be after probation. Reviews are supposed to be conducted annually. A performance review process involves preparations, discussion meetings, and recording of the review outcomes (Robbins, 2007).
Planning involves planning and setting agendas for performance reviews. Planning involves confidential review of the performance of previous periods by completing review forms of a preparatory progress. It is conducted by a manager and a concerned employee.
It involves reviewers and concerned employees. The progress of employees within the review period is discussed in a meeting. Training and development requirements are also discussed in the meeting.
Recording and company response
The review outcomes, decisions, or the results of a discussion meeting are recorded. The recording needs to be confidential. A manager is required to summarize the review issues before a director confirms the completeness of the process, and identifies actions to be undertaken.
Managing performance aims at encouraging and retaining good performers and improving poor performance (Walker & Greenhall, 2011). Organizational factors such as induction period, training, and supervision determine the performance results. Quality induction produces a good performance.
Sufficient job training and supervision enhance good performances. Workplace interpersonal relations can also affect the performance of employees. For instance, poor performance is common in cases where employees and employers are not in good terms.
In addition, poor performances can be explained by unacceptable, unethical, and inappropriate employee behaviour. They can also be caused by family or personal issues. For instance, an employee who struggles to balance family and work responsibilities is likely to perform poorly (Walker & Greenhall, 2011).
Good performance should be encouraged through rewards, challenging job and standards, training, and promotions. Poor performance can be improved through clear communication. This promotes interpersonal relationships and supports employee work-life balance. Quality induction, training, and supervision processes can be used to enhance employee development. A poor performance that is caused by behavioural factors should be dealt with through workplace counselling and positive formal disciplinary actions.
Performance appraisal review data items
A handbook for staff provides data that supports the performance management process. It serves as a reference material for issues related to employment (Walker & Greenhall, 2011). In addition, it provides managers and supervisors with information that is useful during the review process.
Training records and last review forms are used to support the performance management process (Walker & Greenhall, 2011). The last review forms provide data of previous performances against the current review results. The training records provide lists of trainings that employees go through. For instance, these records are used to check the impact of training, on employee performance.
Robbins, M. (2007). Performance management revisited: A toolkit for all those involved in the performance management of head teachers, teachers and support staff. Norwich: Adamson Pub.
Walker, S., & Greenhall, M. (2011). Practical and effective performance management: How excellent leaders manage their staff and teams for top performance: lots of exercises and free downloadable workbook. Lancashire: Universe of Learning.