Performance appraisals are used for the following reasons:
Performance appraisals can be by objectives, 360 degree appraisal, behavioral observation scale or behaviorally anchored rating scales to determine performance of an employee. Each method has its own system, but the theories are the same.
The bullet points above show the theories or what a business hopes to accomplish by using performance appraisals.
It used to be that a worker was rated based on their productivity. If they could get more done than another in their job then it meant the employee was better at their job.
Employee performance appraisals have changed that. Now it is not just about quantity, but the quality of the work and the person's behavior. The number one theory on performance appraisals is that behavior is the driving force behind how well one succeeds in their job. If an employee has goals they are more likely to care more about their job and therefore they are more likely to succeed.
People are said to be goal driven or oriented meaning that a person needs to have a focus in order to succeed in a career. If they feel there is no goal than it will cause a distinct issue in their performance. For example, a person that feels they will never reach management may never give their all because they figure they have a job and that is all they will ever have.
There are others who are driven to excel even without goals and yet they do not want management. There is also a theory in which the company feels knowing what a person wants will help them help their employees.
- An employee can be assessed for quality, quantity, cost and time management
- It can help guide and manage career development
- Analyzes and records the worth of the employee
- Shows strengths, weaknesses and failures or successes
- It is thought to prove more than just productivity
Performance appraisals can be by objectives, 360 degree appraisal, behavioral observation scale or behaviorally anchored rating scales to determine performance of an employee. Each method has its own system, but the theories are the same.
The bullet points above show the theories or what a business hopes to accomplish by using performance appraisals.
It used to be that a worker was rated based on their productivity. If they could get more done than another in their job then it meant the employee was better at their job.
Employee performance appraisals have changed that. Now it is not just about quantity, but the quality of the work and the person's behavior. The number one theory on performance appraisals is that behavior is the driving force behind how well one succeeds in their job. If an employee has goals they are more likely to care more about their job and therefore they are more likely to succeed.
People are said to be goal driven or oriented meaning that a person needs to have a focus in order to succeed in a career. If they feel there is no goal than it will cause a distinct issue in their performance. For example, a person that feels they will never reach management may never give their all because they figure they have a job and that is all they will ever have.
There are others who are driven to excel even without goals and yet they do not want management. There is also a theory in which the company feels knowing what a person wants will help them help their employees.
