Purposes Of Performance Evaluation

INTRODUCTION

Performance evaluation is a continuous, ongoing process that helps employees understand the responsibilities of the job, the work goals associated with them and the degree to which goals have been achieved (Maziah, 2014). There are two types of purposes in performance evaluation which is judgmental and development. For the judgmental, the evaluation provides a basis for reward allocation, identify high-potential employees, validate the effectiveness of employee selection procedures, and to evaluate the previous training programs. The purposes of evaluation in development are stimulates performance improvement, develop ways of overcoming obstacles and performance barriers, to identify training and development opportunities, and

As noted by Cleveland et al. (1989), the propagation of performance appraisal systems is motivated by a broad range of concerns, including promotions, terminations, salary administration, and the development of adequate competence and expertise. Moreover, performance appraisal may be useful for comparison between individuals and for comparison of individual performance over time.

Budworth and Mann (2011) report that PA has been one of the most researched disciplines in papers published in the Journal of Psychology between 2003 and 2007. Evaluating employees’ performance on pre-defined parameters (Armstrong 2009) has been highlighted as a differentiating factor among the market leaders and survivors (Lawler & Worley 2011). Armstrong( 2006) describe the role of the performance appraisal as a tool for looking forward to what need to be done by people in the organization in order to achieve the purpose of the job to meet new challenges. Better use of technology skills and attributes (Szilagy &Wallace 1990) in addition will develop both organizational and individual capabilities and reach agreement on areas where performance needs on the effectiveness of its employee generating information which influences many of the organizations

Fine-tuning serves to bypass the system to give the subordinate a higher or lower score than what they deserve. In text, Jim said that ‘If I think the guy is really trying and is doing much better, I’d give him a rating that’s higher than his work over the whole year deserves.’ According to our text, the purpose of evaluation is the “provide information about work performance” (Ivancevich, Konopaske, Matteson, 2011). Fine-tuning can become a problem if the manager is attempting to rig the system to help the employee obtain unjustified bonus to try and motivate them. The fine-tuning can also be disruptive if it is an attempt to pass on a problem employee to another department rather than addressing it yourself. One of the reasons why fine tuning is unacceptable is when manager give a lower rates for employee performance, they may consider to quitting and looking for new job. Performance appraisal also effects turnover intention that is, leaving the present job to look for another job and actual turnover (Brown 1996; Egan, Yang & Bartlett