Being appraised is quality how much quality how well

being
appraised is quality (how much?) quality (how well?), time (by what time?)
and cost (at what cost?)
In concluding this section however, it is advisable perhaps to adopt the
Nigerian variant stated under scope above. There the two factors of behavior
and performance, are being appraised. This is necessary because employee
who deals with customers may have a very high quality job, accomplished in
ver y good time, but delivers it in a ver y impolite manner. Not only can such a
service or a good be rejected, the organization that harbors such an impolite
staff may also be rejected. It may therefore be advisable to use the two forms
above together for better result.
3.3.2 Rating scales in perf ormance appraisal
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Whichever factor we are measuring - behavior or performance - appraisers
still have to measure individual performance which they do by use of one or
more scales. Cole lists and explains them as follows:
1. Linear or Graphic Rating Scales
Initiative A B C D E
1 2 3 4 5
5
Initiative
(Low)
(High)
Initiative Excellent .................. Good .................. Average ................ Poor
2. Behavioral Scales -this is the type shown in fig. 1.1 above
3. Results/Targets Set - this is the example in fig. 1.2
4. Free Written Reports - in this, the appraiser writes essay type
answers to questions set on the appraisal document.
3.3.3 Appraisal Interviews
This is a face- to-face meeting the employee and his manager or supervisor.
Its"aim is to discuss the subject of each item on the appraisal form. This is
related to the open rather than the confidential appraisal method. It has a
number of objectives. As listed by Cole these are:
(1) to evaluate the subordinate's recent performance
(2) to formulate job improvement plans
(3) to identify problems and/or examine possible opportunities related to
the job
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(4) to improve communication between superior and subordinate
(5) to provide feedback on job performance to the employee
(6) to provide a rationale for salary reviews
(7) to identify potential performance/possibilities for promotion or
transfer
(8) to identify training and development needs.
4.0 Conclusion
This unit has dealt with a critical, sensitive personnel function. From it you
have learnt that appraisal rates both behavior and performance. You have also
learnt the role of appraisal interviews and how it helps to bring
manager/supervisor in close collaboration with the employee for the good of
the organization.
5.0 Sum mary
In this unit, as much as possible, all that you need to know about performance
appraisal have been discussed. It covers definition, scope and the format of
appraisal as well as style.
6.0 Tutor Marked Assignm ent
Question. In this unit allusion was made to the Nigerian situation. How does
it differ from the other examples discussed? How would you reflect the
Nigerian variant on a form?
7.0 References and other resources
Bratton, John and Gold, Jeffrey (1999) Human Resource Management -
Theory and Practice (Second Edition) Macmillan Press Ltd, London
Cole, G.A (1997) Personnel Management
Theory and Practice (Fourth Edition) ELST with Letts Educational,
London
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