Kinship Performance Appraisal

2.2 Kinship of performance appraisal and motivation

The internal driving force that results in constant behaviour towards the achievement of a particular goal is motivation. [15] Poor or best performance mostly depends upon this motivation. Hence, performance can be managed better if the nature of inputs required to be put in can be visualized correctly, planned appropriately and implemented. This is clear from the performance equation which says that any individual’s performance is a function of three sets of factors: ability or competence to perform different tasks that lead to performance, motivation to carry on each of these tasks or work effort to carry out the tasks and the organisational support one gets to carry out these tasks. If

The assessment of employee’s performance provides the supervisor an opportunity to convey that the organisation is interested in their performance and development. This recognition can have a positive motivational influence on the individual 's sense of worth, commitment and belonging.

According to Herzberg’s two factor theory, there are satisfiers and dissatisfiers. The satisfiers also called as motivational factors are related to a job content. These factors are achievement, recognition, challenging work, advancement and growth in the job. [3] Motivated personnel’s performance will be good and hence result in good ratings in performance appraisal. According to Lyman W. Porter and Edward E. Lawler there is a complex relationship between motivation, satisfaction and performance. According to them, performance is a function of three important factors, viz:

1. If an employee wants to perform, he must be motivated.

2. Motivation alone does not ensure performance and hence a person must have the necessary abilities and skills as well.

3. An employee must have an accurate knowledge of the requirements of the job.[

It is evident in her survey that the establishment of relationship between Performance Appraisal and Work Motivation depends upon the performance appraisal method used and the transparency with which the whole process of appraisal is carried out. Finally, her survey shows that in the Cooperative bank of Nagpur Region, Maharashtra, where the survey was carried out, follow the Confidential Report and the analysis confirms no significant relationship between performance appraisal and work motivation. [30] Another quantitative research was conducted in Peninsular Malaysia wherein it was found that the satisfaction with the performance appraisals positively influence work performance and job commitment.[36] Yet another research carried out by Allameh, S.M., (n.d), revealed that there is a relationship of performance appraisal with the job performance. [37]

Advocates of the appraisal-reward linkage state that performance must be connected to rewards. It is argued that organisations must have a process by which rewards are candidly and honestly distributed to most praiseworthy on the basis of merit, effort and results. As it is well established from the Equity Theory of Motivation that there is a need for remunerative justice in organisations. Performance appraisals comprise a process whereby fair and consistent rewards can be