performance appraisal analysis

8/10/2019 Performance Appraisal Analysis

1/4

Maintenance Engineering & Asset Management

Module M03

MAINTENANCE SYSTEMS

SHORT/IN UNIT ASSESSMENT

Name: Hernn Quiroz

Company: Ternium Siderar


2/4

1

Performance Appraisal

1.Similarities and differences

Similarities

The problem is that the performance appraisal focuses on the end product rather

than on leadership to help people. The organization undermines the appraisalprocess, minimizing rather training/accountability and overlooking the

employee.

The subjective rating accuracy of the performance appraisal produces:

Unfair feeling, lose motivation and commitment to the organization.

Superficial and culprit oriented approach to problem solving.

Tends to establish an aggregate of safe goals, and ceiling of mediocrity in anorganization.

Creates losers, cynics and wasted human resources.

Demolish teamwork, nourishes rivalry and politics.

Differences

On the one hand Crow Robert says that You cannot improve my performance

by measuring it! In this article the author focuses to describe the weakness

part of merit rating and the bud effects that performance appraisal produces on

the organizations. He believes that attempting to measure performance and tie

pay to performance can actually add variation to a system and therefore is less

predictable. He says that the variation in the performance within a group is thenatural variation occurring within any system. The people in question are all

performing within the system and should be compensated equally.

On the other hand Giover Regina trays to understand why are we ignoring

performance appraisal research. She analysis the process, the rating accuracy

problem and propose a new model and makes recommendations. She

concentrates into improve the appraisal process rather than to see only the bad

part. She believes that the results of an effective performance appraisal system

are well worth the time and effort.

2.Authors Perspective

Crow Robert perspective

He believes that disregard variability in the system, increase variability in the

system

If the organization tries to measure performance and tie pay to performance, it

produces a negative effect in the individual that: encourages a superficial and


3/4

2

culprit oriented approach to problem solving, create losers, cynics, promote

mediocrity and wasted human resources.

Crow Robert says that performance appraisal and pay for performance system

ignore the interdependence of the various components and the necessity of

working together for the company to be successful. Because of that he

expresses that the people are all performing within the system and should be

compensate equally. It is a job of management to reduce variation of the

system that will make it more predictability.

Glover Regina B. perspective

She believes that the organization undermines the appraisal process by giving

it little attention, minimizing rater training/accountability and overlooking the

employee in the appraisal process. The subjective rating (grade inflation or

deflation) produces dissatisfaction in the individuals. Because of that the

employee may lose motivation and commitment that affect to the organization.

Glover Regina B. says that the organization and managers are responsible for

improving the performance appraisal system.

3. Personal opinion

In my opinion the article of Glover Regina B. is the most useful because it

expresses the same problems as I have today. Every year I feel that the

performance appraisal process is another task to complete; my company

undermines the appraisal process by giving it little attention. I received training

only one time. I used this process as a moment to rewards and punishment. At

the moment I am rating to my supervisor and I will apply the Glover Reginas

recommendations.

In addition to this, I think that it is necessary to differentiate the performanceof the workers because not everybody contribute in the same manner to the

business, not everybody has the same compromise, the same commitment. It is

unfair if the companies do not recognize this differentiation. As we see in M03

Section 4.8, In any population of people doing the same job there will be a

normal distribution of competence (figure 4.3). In my opinion if the

companies do not recognize the differentiation they will promote the

mediocrity. As a consequence of that the organizations will lose effectiveness.

At the moment the companies could not achieve the perfect system for the

performance appraisal process, but I complete agree with Glover Regina B.

that we must never give up hope, keep reading, and keep trying. The results of

an effective performance appraisal system are well worth the time and effort.


4/4

performance appraisal analysis

Documents