The performance appraisal system has its fair share of criticism that needs to be taken into consideration when designing a performance appraisal policy. These criticisms include: one-sided analysis; narrow focus of objectives; and cultural complexities. It is therefore likely that the data collected may include some of these criticisms. Through these criticisms, authors have suggested that management should encourage communication between the supervisor and the employee in analysis of their work; select objectives that encompass a wider array of work actions; and understand the cultural context before implementing an appraisal system. Despite the criticism performance appraisals maintain an important role in the organisation as they offer support to management in completing such duties like decision-making about promotions, training needs and salaries as well as provide feedback to employees on their efforts. Rewards are vital to the success of appraisal systems and organisations are advised to use total rewards. This means that they should focus on both financial and non-financial rewards as opposed to one set. However, rewards have the potential to demotivate some individuals and lead to unnecessary competitions. This can be improved by setting cooperative reward structures. are several appraisal methods that follow three approaches of measurement that are: absolute standard; relative standards; and objectives. The graphic rating scale and management by objectives are the most popular. The selection of the method is dependent on the organisational context. There are four major errors that supervisors need to be aware of when rating appraisals and these include: strictness or leniency; central tendency; halo effect; and recency of event. 2.10.0 Theoretical Framework This study is in line with the expectancy theory proposed by Vroom (1964) which states that people act in a way that they anticipate will bring forth rewards and avoid penalties. It is therefore according for appraisals to include rewards if intended behaviour is to be sought (Salaman et al, 2005). Another theory that is involved in this study is the goal setting theory by Locke (1968) which states that individual goals set by employees play an important role in their motivation to achieve superior performance (Salaman et al, 2005). This means that the study aims to follow the low power distance dimension where employee participation and a two way process is key (Fletcher and Perry, 2001 in Atkinson and Shaw, 2006)
The performance appraisal system has its fair share of criticism that needs to be taken into consideration when designing a performance appraisal policy. These criticisms include: one-sided analysis; narrow focus of objectives; and cultural complexities. It is therefore likely that the data collected may include some of these criticisms. Through these criticisms, authors have suggested that management should encourage communication between the supervisor and the employee in analysis of their work; select objectives that encompass a wider array of work actions; and understand the cultural context before implementing an appraisal system. Despite the criticism performance appraisals maintain an important role in the organisation as they offer support to management in completing such duties like decision-making about promotions, training needs and salaries as well as provide feedback to employees on their efforts. Rewards are vital to the success of appraisal systems and organisations are advised to use total rewards. This means that they should focus on both financial and non-financial rewards as opposed to one set. However, rewards have the potential to demotivate some individuals and lead to unnecessary competitions. This can be improved by setting cooperative reward structures. are several appraisal methods that follow three approaches of measurement that are: absolute standard; relative standards; and objectives. The graphic rating scale and management by objectives are the most popular. The selection of the method is dependent on the organisational context. There are four major errors that supervisors need to be aware of when rating appraisals and these include: strictness or leniency; central tendency; halo effect; and recency of event. 2.10.0 Theoretical Framework This study is in line with the expectancy theory proposed by Vroom (1964) which states that people act in a way that they anticipate will bring forth rewards and avoid penalties. It is therefore according for appraisals to include rewards if intended behaviour is to be sought (Salaman et al, 2005). Another theory that is involved in this study is the goal setting theory by Locke (1968) which states that individual goals set by employees play an important role in their motivation to achieve superior performance (Salaman et al, 2005). This means that the study aims to follow the low power distance dimension where employee participation and a two way process is key (Fletcher and Perry, 2001 in Atkinson and Shaw, 2006)
Alexander%20Kazombo%20Mwale%20Dissertation%20Final%202015.docx