PERFORMANCE APPRAISAL IN THE UNITED KINGDOM’S ORGANIZATIONS

A number of European companies, especially the organizations pertains to the United Kingdom (UK), underscored the appraisal process or system. The number which has been evident regarding the formal performance appraisal has been shown an upward trend, which was hiked from 74% to 89% in the fiscal year 1991 (Murphy & Cleveland, 1991). In the year 1987, 30 organizations had been examined to check which appraisal method had been utilized by the organization and the result was very satisfactory because it revealed that the quantity has been surged by 5% to reach on 94% which was previously 89%, which showed that 94% out of 300 organizations were utilized the formal appraisal system. In the year 1987, when the result of the survey had been take placed the most often appraisal were to make salary decisions, improve the individual performance, and to provide true feedback to the employees  (Roberts, 1995).

1. The percentage of evaluating the performance was almost the same for the private and public listed organizations. On the contrary, a recent survey of human resource professionals in state governments has been done, which indicated that over 75% of the state employment systems required an annual formal appraisal in UK. The method and procedure of the appraisal varies from organization to organization. Sometimes the supervisor has been asked to evaluate the employee’s performance through twice evaluation process. The action is quite rigorous and it includes a long series of planned meetings (Roberts, 1995).

In the year 1987, a study was conducted in England of the non managerial performance in the municipal public sectors and the research found that 86 percent of 142 municipal governments annually appraised their employee’s performance through a transparent method of appraisal. The impotence of the performance appraisal was not denied before and can’t even deny in the future as well, the fact had been revealed by the members of International Personnel Management (IPMA), and they also said that that effect of performance appraisal within the organization will not be diminish. The respondent in UK predicted that the prevalent use of performance appraisal will continue to be ranked as number under the head of the Human Resources Management (Williams, 1998).

References

Murphy K.R. and Cleveland, J.N. Performance Appraisal: An Organizational Perspective, Boston: Allyn and Bacon, 1991 

Roberts G.E., “The Influence of Participation, Goal Setting, Feedback and Acceptance on Measures of Performance Appraisal Effectiveness,”, Dissertation Abstracts International (Doctoral dissertation, University of Pittsburgh, 1990

Williams, R., Performance Management, Thomson Learning Press: London, 1998.

BEHAVIORALLY-ANCHORED RATING SCALES (BARS)

BEHAVIORALLY-ANCHORED RATING SCALES (BARS)

          One of the modified form of the rating scale technique is been use in the behavioral anchored rating scales. Professionals and officials have believed that the BARS are a detailed form of rating scales. The method has been chosen by many organizations over the techniques of management bi objective because of its propensity to provide more opportunity for supervisors to exhort the employees in a more reliable fashion regarding their appraisals. Behavioral Anchored rating scale are totally based and emphasized on the behavior of the employee. The employee has been rewarded the points on his performance from his ethical behavior. Ethics, calm and relent behavior will lead to employee’s performance in BARS. The method is very useful from the managers view point as well, because it enables them to easily offer the solutions that might be daunting job performance. Generally, two main steps have been involved in this method. First it must be defined all the jobs which will be evaluated. The main condition behind the BARS technique is that the employee is fully equipped with the knowledge and his specific responsibilities. Human resources department is held responsible to identify the exact boundaries of a job, which is so important to direct the path of the employees towards the productivity. Training sessions and job relevant interviews are being utilized to alleviate the future problems. The second step is like an assignment between the subordinates and the supervisors which observes the behavior of each other and then the same will be reported to the higher management. The work will be evaluated according to the work assigned and how pertinently the employee performed that work. One of the foremost advantages of the BARS technique is the feedback that the managers are able to give to their subordinates. The employees of the organization have to be rigid enough to belt down with any situation with tranquility in order to obtain successful job performance. The method of BARS, is no doubt one of the best methods to evaluate the performance of an employee but the time it consumed to complete the procedure is too hectic. One thing is for sure that whenever an organization change or intend to be change the behaviorally-anchored rating scales must be adjusted to reflect the new changes.