Performance Appraisal Systems take a variety of forms and are central to Performance Management Systems. Appraisal takes place annually between the manager and the employee.
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Discovering training needs for identifying gaps to be filled by formal training.
Motivating staff to clarify and offer feedback on standards and objectives.
Developing individuals advising on, conducting and explaining work methods to enable individuals to take responsibility for their own performance, training and development and working relationships through feedback, dialogue and information sharing.
Development Orientation: The development appraisal does not start from the manager in control but the need to deal with the uncertainty in the minds of the employees who genuinely want to know how they are performing and what the organization thinks of their contribution.
Self Appraisal: Rarely used, as independent forms of appraisal but, encourages greater ownership and participation in the appraisal scheme through self-reflection and helps ensure full preparation for the appraisal discussion.
In an open environment it allows managers to shift from a directive, informing style to counseling style, thereby assisting staff to form objectives and plans, moving from ‘telling’ and ‘selling’ to facilitating which is seen as a creative and more effective level of satisfaction and ownership.
The term refers to the various sources of data: boss, peers, customers and reporting staff, in order to achieve a more comprehensive understanding of the performance relationships and retain positive employee relations.