The appraisal process frequently creates defensiveness among employees

The appraisal process frequently creates

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The appraisal process frequently creates defensiveness among employees. ADVERTISEMENTS: Since the supervisor’s appraisal influences the employee’s most vital job concerns— promotions, transfers and dismissal—the employee’s defensiveness during an appraisal interview often makes the procedure unproductive for both the supervisor and the subordinate. (ii) Hypercritical or “Horns” effect: It is the tendency of a superior to rate people lower than their performances justify. Following are some examples of this effect: (I) The superior is a perfectionist. Because his expectation level is very high, he is more often disappointed and rates his people lower than he should. (ii) The maverick or the non-conformist gets a low rating simply because he is different’. ADVERTISEMENTS: (iii) The man who has recently failed may wipe out the effect of years of good work on his appraisal and be rated low on his recent behavior. (iv) The man who is too meek, too passive or who lacks some traits we attach to good men may suffer in his ratings.
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(v) The man who does not do the job as well as we remember we did it when we held that job may suffer more than those who do work unfamiliar to us. (iii) Emphasis on human performance without regard for human values: George S. Odiorne denounces all appraisal methods for their single inherent weakness values. that they lay emphasis on alikeness and conformity of human performance ignoring measurement of human values. All appraisal methods, according to him, are like quality control systems which force subordinates to conform to certain standards of physical performance without caring for human values which though far less tangible are essential ingredients in the whole process. ADVERTISEMENTS: The result is that these appraisal methods rank both the benevolent and despotic managers equal if they are found equal in their physical achievements—no matter if their value systems are widely different. Rudolph Roess, who had personally supervised the execution of two million political prisoners in Germany, would thus be measured by many appraisal method as excellent a manager as Henri Ford because he proved himself no less sound in all of the managerial skills of organising, planning and control. (iv) Central tendency and leniency: The superior is frequently guilty of awarding average or more than average ratings to all his workers. He may award ‘average’ on the ground that it will not injure the rate and, at the same time, that it will not expose his lack of more definitive information. The related limitation of leniency reflects a desire to err on the generous side to avoid controversy by giving each rate
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the benefit of the doubt. To meet this situation the ‘forced distribution system’ is used where the rate is instructed about the percentages of cases which should fall in each category on the rating scale. Thus, for example, on a scale of job knowledge’ the following percentages might be used: Poor 10%, Below average 20%, Average 40%, Above average 20%, and Exceptionally good 10%.
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