Why are we ignoring performance appraisal

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are w e ignoring performance appraisal research?</

To establish the employee's voice in performance appraisal Performance appraisal, also known
as employee appraisal, is a method by which the performance of an employee is evaluated
(generally in terms of quality, quantity, cost and time). , managers need to include three factors:
participation, behavioral-based criteria, and employee feedback.

Performance evaluation Performance evaluation

The assessment of a manager's results, which involves, first, determining whether the money
manager added value by outperforming the established benchmark (performance measurement)
and, second, determining how the money manager achieved the calculated return
..... Click the link for more information. is one of the most widely researched management
practices, and yet, it continues to be a major source of frustration for managers. Performance
appraisal is not a new phenomenon. The graphic rating scale was introduced in 1922 to industry
in the United States United States, officially United States of America, republic (2005 est. pop.
295,734,000), 3,539,227 sq mi (9,166,598 sq km), North America. The United States is the
world's third largest country in population and the fourth largest country in area. and
performance appraisal research began in the early 1940s. Early work focused on the accuracy of
the instrument and rating techniques. This research produced behaviorally anchored scales
(BARS), behavioral expectancy scales (BES) and behavioral observation scales (BOS) (Murphy
and Cleveland, 1995).
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Probably the greatest influence on performance appraisal was the decision by the courts in the
1970s that performance appraisals are indeed tests and thus subject to the Uniform Guidelines on
Employment Selection of the Equal Employment Opportunity Commission. As the courts
dictated closer attention to performance appraisal, so, too, did those involved in performance
appraisal research. In 1980, a landmark review and evaluation of performance appraisal literature
was published which changed the direction of performance appraisal research (Landy and Farr,
1980). Since then, greater attention has been given to the role of the rater rat·er
n.
1. One that rates, especially one that establishes a rating.

2. One having an indicated rank or rating. Often used in combination: a third-rater; a first-
rater. and to the organizational "context" of performance appraisal. However, even with the
volume of research available, it appears little of the research is actually being put into practice by
managers.

Status of Performance Appraisal

Today, over 15 million individuals work in the public sector (one in six jobs) and another five-10
million work in the non-profit sector The nonprofit sector, also called the third sector, civic
sector or voluntary sector, is a third area of an economy, distinct from the public sector and the
private sector. It is made up of all of the non-profit organizations in the economy. (Daley, 1995).
If we look at municipalities nationwide, we see that one in four do not have a formal
performance appraisal system (Roberts, 1994a). Those with city manager forms of government
are more likely (86%) than others (64.9%) to have performance appraisal systems. There are also
geographic differences for municipalities, as 80% of the Pacific, Western and, Southern states
Southern States
U.S.

Confederacy

government of 11 Southern states that left the Union in 1860. [Am. Hist.: EB, III: 73]

Dixie

popular name for Southern states in U.S. and for song. [Am. Hist. have a performance appraisal
system in contrast to 34.7% of Eastern states Eastern States can refer to several locations:

• New England, United States

 • Eastern states of Australia

. Municipalities use their performance appraisal systems to provide feedback for the employee
(94%), to support information for discharge or demotion de·mote
tr.v. de·mot·ed, de·mot·ing, de·motes
To reduce in grade, rank, or status.

[de- + (pro)mote. of an employee (93%), to determine merit pay Noun 1. merit pay - extra pay
awarded to an employee on the basis of merit (especially to school teachers)
pay, remuneration, salary, wage, earnings - something that remunerates; "wages were paid by
check"; "he wasted his pay on drink"; "they saved a quarter of all
..... Click the link for more information. (87%), and to make training decisions (85%). The most
often cited reasons for not having performance appraisal systems are lack of expertise and lack
of technical resources (Roberts, 1994b).

Research in the private sector provides an even stronger picture of performance appraisal
practices today. By far, the most common method of appraisal is the graphic rating scale. The
ever popular "Management By Objectives" (MBO MBO

See: Management buyout ) is still most often used to evaluate managers (Bretz, Milkovich and
Read, 1992).

The vast majority of appraisal ratings come from the immediate supervisor despite research
support for using self, peer and subordinate ratings (Daley, 1995). Not surprisingly, a 1986 study
concluded that as the number of sources used increases, so, too, does the accuracy of the
performance information (Stone and Stone, 1986). It is important to remember that the employee
can be a key source of information. Employees prefer ratings by supervisors, peers and self over
those by subordinates (Jordan and Nasis, 1992).

Appraisal Process

To establish the employee's voice in performance appraisal, managers need to include three
factors: participation, behavioral-based criteria, and employee feedback. Participation is
important because it gives the employee some control over their work and it also carries
symbolic importance as it connotates fairness. Behavioral criteria more easily allow both the
supervisor and the employee to identify specific results. In the appraisal interview itself, it is
important to not only allow employees to have the chance to offer comments on their evaluation,
but also to go a step beyond and to have a discussion about career issues for the employee
(Nathan, Mohrman and Milliman, 1991).

This means there is a great deal of responsibility on the rater's shoulders. Most organizations do
have rater training, but not ongoing. Often, rater training occurs when a new system is introduced
(Bretz, Milkovich and Read, 1992). And yet, study upon study shows that rater training increases
the satisfaction of both the rater and ratee (Buckley, Villanova and Benson, 1989). Supervisors
request training not only on the mechanics of the instrument, but also on giving feedback (Harris,
1988). Training is rarely given to employees on how to process feedback or how to improve, nor
is it common for raters to be audited (Roberts, 1995). It is no surprise then that employees also
report frustration with performance appraisal.

Rating Accuracy

In higher education higher education

Study beyond the level of secondary education. Institutions of higher education include not only
colleges and universities but also professional schools in such fields as law, theology, medicine,
business, music, and art. , there is talk of grade inflation. the same phenomenon exists in
performance appraisal of the American workforce. Most appraisal systems have five levels of
performance and it is common for 60%-70% of the workforce to be in the top two levels (Bretz,
Milkovich and Read, 1992). The result is that when an employee is rated as satisfactory instead
of excellent or above average, he or she may lose motivation and commitment to the
organization.

If an employee sees the performance appraisal system as unfair, there is a reduction in

motivation to change behavior, a rejection of the usefulness and validity of the information, and
an unwillingness to accept decisions based on appraisal information. For the supervisors, a
decrease in trust in the process results in an increase in the leniency le·ni·en·cy
n. pl. le·ni·en·cies
1. The condition or quality of being lenient. See Synonyms at mercy.

2. A lenient act.

Noun 1. of ratings (Roberts, 1994a).

In fact, managers readily admit that their ratings often do not reflect actual employee
performance. A majority (70%) indicate that they inflate inflate - deflate appraisal scores for the
following reasons: to avoid deflating motivation, to enhance merit chances, to avoid exposing
departmental problems, to avoid creating a negative personnel file, to protect good employees
with personal problems, to reward great effort, to avoid confrontation, or to promote someone up
and out. The same percentage (70%) of managers also say they would deflate (file format,
compression) deflate - A compression standard derived from LZ77; it is reportedly used in zip,
gzip, PKZIP, and png, among others.

Unlike LZW, deflate compression does not use patented compression algorithms. scores to scare
an employee into better performance, to punish a difficult employee, to encourage someone to
quit, to create a file for dismissal, to minimize merit, or to comply with a higher directive
discouraging high rating. (Longnecker et.al., 1987).

New Model

Findings such as these indicate that managers are aware that performance appraisal does not exist
in a vacuum. It would probably be best for park and recreation managers to adopt the model of
Murphy and Cleveland (1995), which describes performance appraisal as a series of decisions
which influences a communication process rather than as a measuring tool for management. The
model assumes that rater behavior is goal directed, that appraisals are social interactions, and that
within organizations performance appraisals are primarily a tool for effective management.

Why are systems still falling short? Some argue that the organization undermines the appraisal
process by giving it too little attention, minimizing rater training/accountability, and overlooking
the employee in the appraisal process (Bretz, Milkovich and Read, 1992).

If this is the case, then it is imperative that both the organization and the manger manger

cattle trough which served as crib for Christ. [N.T.: Luke 2:7]

See : Nativity take responsibility for improving the performance appraisal system. The
organization needs to provide a sound procedure, training for managers, leadership from above,
and periodic auditing of the process. The manager is obligated ob·li·gate
tr.v. ob·li·gat·ed, ob·li·gat·ing, ob·li·gates
1. To bind, compel, or constrain by a social, legal, or moral tie. See Synonyms at force.

2. To cause to be grateful or indebted; oblige. to develop and communicate clear standards,

provide ongoing feedback, prepare for appraisal as other major tasks, and be willing to let a third
person or others review their ratings. (Longnecker and Ludwig, 1990).

Recommendations

How can park and recreation managers improve their appraisal systems? One, purchase and read
before passing on to staff Performance Appraisal in the Public Sector by Dennis Daley, and
Understanding Performance Appraisal by Kevin Murphy There are many people named Kevin
Murphy:

• Kevin Murphy (actor), an American actor, author and puppeteer

• Kevin Murphy (airport operations), Director of Operations, JFK
• Kevin Murphy (football_player), Former NFL linebacker (1986-93)
•

and Jeanette Cleveland. Two, review present performance appraisal systems by asking both
supervisors and employees for honest input. Three, identify the changing nature of work

occurring in the agency and changes in organizational structure This article has no
lead section.
To comply with Wikipedia's lead section guidelines, one should be written. (quality circles), and
consider what Waite et.al. (1994) refer to as progress forms of performance appraisal. Four,
adopt a performance appraisal that encourages ongoing feedback for all employees. Five, hold
raters accountable for their role and periodically audit the process. Six, never give up hope, keep
reading, and keep trying. The results of an effective performance appraisal system are well worth
the time and effort.
References

Bretz, D. Jr., Milkovich, and Read, (1992). The Current State of Performance Appraisal
Research and Practice: Concerns, Directions, and Implications. Journal of Management, 18(2),
321-352.

Buckley, M.R., Villanova, P., and Benson, PG. (1989) Contrast Effects on Performance Ratings
See benchmark. , Another Look Across Time. Applied Psychology: An International Review,
38(2): 131-43.

Daley, D.M., (1992). Performance Appraisal in the Public Sector: Techniques and Applications.
Westport, Connecticut Westport is a coastal town in Fairfield County, Connecticut, in the
United States. The 2004 population estimate was 26,644.

The town is as affluent as other expensive Fairfield County towns, boasting a per capita income
of more than $70,000. : Quorum Books.

Harris, C. (1988). A Comparison of Employee Attitudes Toward Two Performance Appraisal

Systems. Public Personnel Management, 17(4), 443-456.

Jordan, J.L. and Nasis, Deovina B. (1992). Preferences for Performance Appraisal Based on
Method Used, Type of Rater, and Purpose of Evaluation. Psychological Reports, 70, 963969.

Longnecker, C.O., Gioia, D.A. and Simes, H.P. (1987). Behind the Mask: The Politics of
Employee Appraisal. The Academy of Management Executive, 1(3): 183-193.

Longenecker, C.O., and Ludwig, D. (1990). Ethical Dilemmas in Performance Appraisal. Journal
of Business Ethics business ethics, the study and evaluation of decision making by businesses
according to moral concepts and judgments. Ethical questions range from practical, narrowly
defined issues, such as a company's obligation to be honest with its customers, to broader social ,
9, 961-969.

Maroney, B.P. and Buckely, M. (1992). Does Research in Performance Appraisal Influence the
Practice of Performance Appraisal? Regretfully re·gret·ful
adj.
Full of regret; sorrowful or sorry.

re·gret ful·ly adv.

re·gret Not! Journal of Rehabilitative re·ha·bil·i·tate

tr.v. re·ha·bil·i·tat·ed, re·ha·bil·i·tat·ing, re·ha·bil·i·tates
1. To restore to good health or useful life, as through therapy and education.

2.
..... Click the link for more information. Administration, 185-196.
Murphy, R., and Cleveland, J.N. (1995). Understanding Performance Appraisal: Social,
Organizational, and Goal-Based Perspectives. Thousand Oaks Thousand Oaks, residential city
(1990 pop. 104,352), Ventura co., S Calif., in a farm area; inc. 1964. Avocados, citrus,
vegetables, strawberries, and nursery products are grown. , CA: Sage Publications This article or
section needs sources or references that appear in reliable, third-party publications. Alone,
primary sources and sources affiliated with the subject of this article are not sufficient for an
accurate encyclopedia article.
..... Click the link for more information..

Nathan, R. Mohrmanm, M. Jr., and Milliman, J. (1991). Interpersonal-Relations as a Context for

the Effects of Appraisal Interviews on Performance and Satisfaction: a Longitudinal Study
longitudinal study

a chronological study in epidemiology which attempts to establish a relationship between an

antecedent cause and a subsequent effect. See also cohort study.
..... Click the link for more information.. Academy of Management Journal, 34,(2), 352-369.

Roberts, G.E. (1994, Summer). Barriers to Municipal Government Performance Appraisal

Systems: Evidence from a Survey of Municipal personnel Administrators. Public Personnel
Management, 23(2), 225-236.

Roberts, G.E. (1994, Winter). Maximizing Performance Appraisal System Acceptance:

Perspectives from Municipal Government Personnel Administrators. Public Personnel
Management, 23,(4), 524-549.

Roberts, G.E. (1995, Summer). Municipal Government Performance Appraisal System Practices:
Is the Whole Less Than the Sum of its Parts? Public Personnel Management, 24(2), 197-217.

Stone, E.F. and Stone, D.L. (1986). The Effects of Multiple Sources of Performance Feedback
and Feedback Favorability on Self-Perceived Task Competence and Perceived Feedback
Accuracy. Journal of Management, 10(3): 371-378.

Yeager, S.J., Rabin, J. and Vocino, T. (1985, September/ October). Feedback and Administrative
Behavior in the Public Sector. Public Administration Review, 570-574.

Dr. Glover is the department chair, Department of Health Education and Recreation at Southern
Illinois University Southern Illinois University, main campus at Carbondale; state supported;
coeducational; est. 1869, opened 1874 as a normal school, renamed 1947. It has a center for
archaeological investigation and a fisheries research laboratory. There is also a campus at
Edwardsville. at Carbondale

Resesarch Update is edited by Dr Irma O'Dell of Southern University Carbondale.

COPYRIGHT 1996 National Recreation and Park Association
No portion of this article can be reproduced without the express written permission from the
copyright holder.
Copyright 1996, Gale Group. All rights reserved. Gale Group is a Thomson Corporation
Company.
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