Whatever performance appraisal the organization decides to use, there are problems related to its implementation. The organizational culture among our Filipino managers reveals some problem in the strict implementation of the performance appraisal system.
Whatever performance appraisal the organization decides to use, there are problems related to its implementation. The organizational culture among our Filipino managers reveals some problem in the strict implementation of the performance appraisal system.
Some managers are reluctant to appraise their subordinates. People want to know their abilities and how well they are performing. The disillusionment that is so widespread with respect to managerial performance appraisal comes from the practice of measuring and evaluating and this causes controversies and misgivings. The problem appears from the things being measured, the standard used and the manner of measurement being done.
Another problem of measurement appraisal is the assumption of traits that is open to questions. The connection between performance and possession of specific traits is doubtful. Traits appraisal substitutes someone’s opinion of the individual for what an individual really is. Many supervisors look at these traits ratings as only paperwork exercises that must be done because it is company policy.
There are many possible sources of errors in the performance of the appraisal process. One of the major sources of error is the lack of careful understanding of the rates on the real purpose of management appraisal. There is no simple solution to completely eliminate these errors, but making raters aware through training is usually helpful.
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