Abstract
1930 has been the time since the studies began in relation to the organizational behaviors and the effects of this kind of behavior on the performance of the employees and the organization itself. Organizational behavior has been playing an important role in the success of an organization as it has been the one measurement factor that has an importance in creating more positive outcomes for an organization in the future.
Introduction
The recent research that has been done in case of the organizational behavior has revealed a fact that moods and emotions play an important role in the motivation of employees at the workplace. These are the emotions that are composed of the stress full events that might be happening at a work place, meetings, the challenges as well as the rewards and the performance appraisals that are linked with the performance judgment in the workplace (Grote, 2002, p. 44).
Performance appraisal has been in some cases known as the employee appraisal. It is the method by which the job performance of an employee is to be evaluated in the organizations. Job performance evaluations are based on the quantity of time that is being given to an organization, the quality of time being given as well as the cost of the time that has been given by an employee to the organization. These are the components that are evaluated as these are the ones that can evaluate the end results of the standing and the success factors of the company (Grote, 1996, p. 33). But the one main fact that has to be seen here in this case is that the employee appraisal and the performance appraisals are the ones that measure the characteristics of an employee on a personal level and these are the developments in the personality of an employee that do not necessarily have the positive outcome on an organization’s success (McKirchy, 2008, p. 34).
The performance appraisal in some of the organizations is done on an annual basis and it has been seen that the performance appraisal system is always carried out in an organization in a systematic manner. The performance appraisal system reviews the job performance of not only the employees but also the managers of the related departments. The measurement is specifically done on the basis of the attitudes as well as aptitudes of an employee since the past year on the basis of the goals and the objectives that an employee has as well as the responsibilities that are to be fulfilled by an employee. In this way a manager can give a feedback and the judgment on the strengths and the weak areas of an employee as these are the areas that are representing the job performance of an employee in the last one year (McGregor, and Cutcher-Gershenfeld, 2006, p. 34). These are the points that have been emphasizing a fact that the performance appraisal is a technique that is a measure of merely the personal weaknesses and the strengths of a person rather than the measurement of the growth of an organization in terms of the success. As the one main point that has to be kept in mind is that the growth of an organization or the success of an organization is not merely dependent on any one employee, in fact it is a measure of the overall objectivities that are being represented by the employees in all the departments and all areas within an organization (Grote, 2005, p. 78).
It has been said by some of the researchers that the performance appraisal is the technique that needs to be used by the employees and the managers in order to assess themselves for the negative and the positive qualities, weaknesses and strengths that have been counted in their performance appraisal statements. It can be argued here that performance appraisal is a kind of the system that can help an employee in becoming aware of the ways in which he is working and by using the reports that he has received in relation to the performance appraisals, it has been seen that the employees can change the strategies by which they are working in the organizations (Toegel, 2003, p. 78).
In any organization it has been seen that one of the main aim of an employee is to gain more and more good will from the higher authorities and the second main aim is to gain success in any organization through promotion. Promotion, in the other words, is a system by which the benefits to the employees that are provided on the monthly basis by the organization are the ones that are raised as the responsibilities of the employees are increased (Coens, and Jenkins, 2000, p. 34). With an increase in the responsibilities of the employees, the strategies that are being implemented by an employee on how to manage the work as well as the stress at work in terms of the expectations from the higher authorities are also changed. As the expectations from the higher authorities are higher from the promoted employee or an employee who has been under consideration for the promotion, the performance appraisal is the only one analytical technique utilized by which the higher authorities in a work place that can be making sure that an employee has been performing the duties in a proper and a diligent manner, also that an employee has been performing in a way in which he realizes the responsibilities and obligations (Labig, & Chye, T. 1996, p. 58).
Yet again the one main point that is being understood here is that performance appraisal is a technique by which the personal development of an employee is made sure and these are the developments that may be playing important roles in the better performance of any one department within an organization or any one aspect of a project may be the one that might be running in the smooth manner (Cameron, 1995, p. 61). For example it can be discussed here by saying that the employee being a financial manager of any project, can be the one who manages and controls the finances of a particular project in a smooth manner. Even if the finances of a certain project are being run in a smooth manner, as an objectivity of this employee has been measured to be the best at all levels, this cannot assure that the project shall be successful in the future as a project not only depends on the finances and the costs of the project only but it all depends on the team work, on the ways in which the team of a project is managed as well as the ways in which the risks of projects are analyzed (Moen, 1989, p. 64).
In a similar manner, an organization does not only depend on the work performance of only one employee but it depends on the total and summed up performances of all the employees in all the departments and these employees work in all levels including the highest authority in an organization. An organization may be expecting the higher competitive nature of performance from all the employees as this has been seen in the case of all the organizations, the more the competitive nature of all the employees in any organization, the more success does an organization gain and the outcomes of an organization are more and more positive (Stamps, 1995, p. 16). Thus one main point that has to be emphasized here in this case is that if only one employee’s performance appraisal statement shows that he is among the most competitive employees in an organization than this necessarily is not reflective of having an effect on an overall performance of an organization. As the best qualities of any one employee cannot be able to figure out the success rate and the positive outcomes of any organization as it has been said that the people make organizations rather than the CEOs or the higher authorities. The collective performance of all the employees make sure that an organization can gain all the benefits from the positive attitudes being shown not only by one single employee in any one department but in all the respective departments and in all the organizational hierarchy (Dr Connell, 2002, p. 22).
Conclusion
An organization does not only depend upon only one employee’s performance as this is the fact that has been realized by the successful organizations which are working on a global level. Thereby the performance appraisal is the system that can be of no gain to an organization until and unless the system is changed and modified in a way that can measure the abilities as well as the responsibility measures of all the employees rather than any one employee.
References
Coens, Tom., and Jenkins, Mary. (2000). Abolishing performance appraisals: why they backfire and what to do instead: Berrett-koehler Series. Publisher Berrett-Koehler Publishers.
Grote, C. Richard. (2002). The performance appraisal question and answer book: a survival guide for managers. AMACOM Div American Mgmt Assn.
Grote, C. Richard. (2005). Forced ranking: making performance management work. Harvard Business Press.
Grote, C. Richard. (1996). The complete guide to performance appraisal. AMACOM Div American Mgmt Assn.
McGregor, Douglas., and Cutcher-Gershenfeld, Joel. (2006). The human side of enterprise. McGraw-Hill Professional.
McKirchy, Karen. (2008). Powerful Performance Appraisals: How to Set Expectations and Work Together to Improve Performance: Easyread Large Bold Edition. ReadHowYouWant.com.
Journal articles
Cameron, M., (1995). Rewarding for performance – Any real progress?, Journal of Compensation & Benefits, 10 (5):60-63.
Dr Connell, Julia. (2002). Managing Performance: Modern Day Myth or a Game People Play? Paper presented to EURAM, 2002. Second annual conference on Innovative Research in Management, Stockholm.
Labig, C. E. Jr. & Chye, T. Y., (1996). Problems with Performance Appraisal? Remedies for HR Executives, Research and Practice in Human Resource Management, 4(1), 107-113.
Moen, R. N., (1989). The performance appraisal system: Deming’s deadly disease. Quality Progress, 22: 62-66.
Stamps, D., (1995). Performance appraisals: Out of sync and as unpopular as ever. Training, 32(8), p.16-29.
Toegel, Ginka. (2003). 360-Degree Assessment: Time for Reinvention. Academy of Management Learning and Education, 2(3), 297–311.