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.