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Self Appraisal

Self Appraisal-Amuse Yourself

What is  Self Appraisal: Self evaluation process involved in determining the level of self efficacy .

By and large, corporate companies go for a one tier system of appraisal-where the supervisor generates a confidential report about his subordinates as and when required. This serves as a basis for the management to decide on increments or promotion for the respective candidate. But the question is, is this system fool proof? Definitely not. There are certain lapses that deserve mention and the management has to design suitable appraisal formats to improve or strengthen the weak areas.

self appraisal

Some areas where the appraisal process can take a deviation:

  • A biased report given by the appraiser due to various reasons
  • Perception of appraiser may be wrong
  • The appraiser sees the appraisee through his ideas and not from the management’s view point, which may lead to clash of ideas where the appraisee is made the victim
  • Flaws in the design of the appraisal process where the top management may not come to know the real need of the appraisee
  • Appraisees sometimes don’t identify themselves with the organization and its objectives
  • Appraisees may not know what kind of behavior traits is expected of them by the management

So it is imperative on the part of the management to introduce self appraisal process in its agenda, where the appraisee himself becomes the appraiser. This helps the organization to accomplish its overall objectives in a short time through a high performance system. This kind of appraisal by ‘oneself’ makes each and every employee to clearly understand where he stands against the expected scale of behavior.

Two-tier system as we may call it will help in the following manner:

  • Participative approach infuses a sense of belongingness amongst the workforce
  • Potential of the appraisee can be brought out
  • The real problem of the employees is known
  • Higher level of approach or interest to know or evaluate one’s own behavior is seen.

Basically, organizations must examine their assumptions about human behavior and come to a common belief about people. If they believe people are basically “bad” management might go for hiring “watch-out-look-out” supervisors, rigid disciplinary regulations, and separate facilities such as parking, dining and rest rooms. All these clearly spell out the existence of distinction between the management and workforce. If the organization comes to a common agreement that people are basically “good”, entirely the approach will be different. Every worker becomes a manager and uniform treatment is given to both the employees and managers of higher cadre.

Essentially in my opinion, no organization or work society will succeed without visionaries and uniform treatment that is consistent with basic principles and ethics. It has to be understood that work attitudes and values are ultimately a company’s best competitive advantage.

Note:

Larsen & Toubro – Engineering major Larsen & Toubro has developed a competency matrix which lists 73 competencies-that vary across managerial levels-to measure performance and gauge developmental needs of its employees.

National Panasonic – The Japanese white-goods major has developed a performance-assessment system driven by Key Result Areas (KRAs). KRAs describe performance goals-business, functional, and behavioural ones-with defined time-frames and are decided jointly by the employee and his manager at the beginning of the year.

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