The politics of performance
Given the importance rankings of 10 criteria, listing these in descending order as improvement of employee performance, customer focus, employee involvement, collective responsibility for quality, seeing performance evaluation as a quality initiative, management/supervisor development, identifying system factors, behavior/process assessment, comparison with absolute standards, and assigning evaluation responsibilities to managers/supervisors. Confirms that the majority of respondents aligned their performance system to other quality systems, reports the effectiveness of the systems in identifying training needs, employee motivation, providing feedback and in improving organizational performance, and bar-charts respondent views on the contribution of their performance system to overall organizational performance ( Soltani E., Van Der Meer R., Gennard J., Willians T .,2003).Employee performance evaluation helps both the organization and the employee .By performance evaluation, the organization can identify who are the best assets of the organization and can motivate them by rewarding them and valuing as high performers of the corporation. It also directs managers to implement new strategy to improve employee performance by giving them adequate training, induction and also to attract new blood.
By performance evaluation of employees, managers can give essential individual feedback to them and it helps for performance appraisal. Organizational research has highlighted the fact that human resource decisions are embedded in a complex and dynamic social context. Ferris and Judge (1991) pointed out that in order to develop an informed understanding of decisions such as performance evaluation, promotions, and salary increases; we must embrace the dynamic aspects of the context, and realize that participants are active players in shaping reality and influencing. Despite the considerable existing literature about the social context of the performance evaluation process in organizational settings, little is known about the situational, social and affective elements that participate in the salesperson performance appraisal. An issue of special concern is the role of the salesperson’s influence behaviors. Despite the recognition that the subordinate’s influence is a particularly noteworthy feature of the social context, with considerable potential to affect the performance evaluation process, there are almost no studies that consider this influence in a selling context. Some employees use tactics to obtain better performance rating by their supervisors.
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They always agree to their supervisor and sometimes do personal favor for their supervisors as an outcome their performance becomes highly rated by the supervisor. Some employees also try to show that they are more productive and competent from others and in many cases physical appearance, physical beauty and attractiveness also drift supervisors to highly rate their performance. The supervisors, who are liked by their employee, also try to give more rating for that employee performance. In conclusion, performance evaluation should be fair and un-biased. Otherwise, it will not truly evaluate employee performance .Managers should be aware of these issues to better understand the performance of their employees so that the organization can retain its best talents within and can grow in long-term. After thorough investigation of low performing employees, organization should search for better ways of empowering its low performing employees by giving them enough training and attention and positive feedback to help them for boosting their performance.
(1)Ferris, G. R., Judge T.A. (1991), ‘’Personnel/humanresourcemanagement: a political influence perspective’’, Journal of Management,Vol.17, pp 447-88
(2) Soltani E., Van Der Meer R., Gennard J., Williams T. (2003). A TQM approach to HR performance evaluation criteria. European Management Journal, 21(3), 323