Literature Review Of Performance Appraisal

Literature Review Of Performance Appraisal-17
A portion of the process should be devoted to an examination of potential opportunities to pursue advancement of acceptance of more complex responsibilities.The employee development goals should be recognized as legitimate, and plans should be made to reach the goals through developmental experiences or education (Barr, 1993).Both the supervisor and employee should recognize that a strong relationship exists between training and performance evaluation (Barr, 1993).

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- The relationship between supervisor and employees is taken to an adult-to-adult level. Based on age, race, religion, gender, or national origin) must be a valid system (an accurate measure of performance associated with job requirements).

- Work teams may be restructured for maximum efficiency. Too much attention to characteristics that have nothing to do with the job and are difficult to measure. Over-emphasis on favorable or unfavorable performance of one or two tasks which could lead to an unbalanced evaluation of the overall contribution. Otherwise, it can be challenged in the courts based on Title VII of the 1964 Civil Rights Act, the Civil Rights Act of 1991 and the Age Discrimination in Employment Act of 1975 (London, 2003).

When the goals are identified, a plan for their achievement should be developed.

The plan may call for resources or support from other staff members in order to meet desired outcomes.

Both the supervisor and the employee should recognize these sessions as constructive occasions for two-way communication.

Sessions should be scheduled ahead of time in a comfortable setting and should include opportunities for self-assessment as well as supervisor feedback.

- Employees feel that they are taken seriously as individuals and that the supervisor is truly concerned about their needs and goals. The Americans with Disabilities Act (ADA) suggests that performance appraisals for people with disabilities for people with disabilities will not be conducted any differently than those for other employees.

Another important aspect to consider is the employee’s right to privacy.

In some cases, the plan might involve additional training.

The supervisor should keep in contact with the employee to assure the training experiences are producing desired impact (Barr, 1993).

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