appraisal

Examples of appraisal in the following topics:

• Purpose of appraisals and creating an appropriate appraisal process

  • Historically, performance appraisals have been used by companies for a variety of different purposes, including salary recommendations, promotion and layoff decisions, and training recommendations (Kulik, 2004).
  • This broad definition, however, can allow for appraisals to be ineffective, even detrimental, to employee performance.
  • "Second only to firing an employee, managers cite performance appraisal as the task they dislike the most", and employees generally have a similar disposition (Heathfield, Performance Appraisals Don't Work).
  • One key item that is often forgotten during the appraisal process (by managers and employees alike) is that the appraisal is for improvement, not blame or harsh criticism (Bacal, 1999).
  • One significant problem in creating an appraisal process is that no single performance appraisal method will be perfect for every organization (Kulik, 2004).

• Appraisal Theory of Emotion

  • According to appraisal theory, our interpretation of a situation causes an emotional response that is based on that interpretation.
  • The appraisal theory of emotion, developed primarily through the work of prominent researchers Magda Arnold and Richard Lazarus, proposes that emotions are extracted from our "appraisals" (i.e., our evaluations, interpretations, and explanations) of events.
  • This appraisal mediates between the stimulus and the emotional response, and it is immediate and often unconscious.
  • In his research, Lazarus specified two major types of appraisal methods: 1) primary appraisal, which seeks to establish the significance or meaning of an event, and 2) secondary appraisal, which assesses the ability of the individual to cope with the consequences of the event.
  • According to Lazarus' cognitive-mediational theory, upon encountering a stressor, a person judges its potential threat (via primary appraisal) and then determines if effective options are available to manage the situation (via secondary appraisal).

• Performance appraisal

  • One key item that is often forgotten during the appraisal process (by managers and employees alike) is that the appraisal is for improvement, not blame or harsh criticism (Bacal, 1999).
  • One significant problem in creating an appraisal process is that no single performance appraisal method will be perfect for every organization (Kulik, 2004).
  • 2+2: A relative newcomer in performance appraisal methodology, the 2+2 feedback system demonstrates how appraisals can be used primarily for improvement purposes.
  • The frequency of appraisal can be a notable factor in ongoing development.
  • Often being seen as a strictly hierarchical feedback tool, performance appraisals can be less "scary" if employees have the opportunity to appraise their managers as well as their peers.

• Performing the appraisal

  • Many assume that performance appraisals are meant to identify weaknesses to be worked on, and exposing these weaknesses can be painful for employees.
  • The frequency of appraisal can be a notable factor in ongoing development.
  • Yearly performance reviews are becoming increasingly rare as companies begin to see the benefits of frequent appraisal.
  • Any individual administering performance appraisals must realize the two-way conversation that is occurring.
  • Often being seen as a strictly hierarchical feedback tool, performance appraisals can be less "scary" if employees have the opportunity to appraise their managers as well as their peers.

• Measuring Sales Force Performance

  • This can be done through conducting performance appraisals and offering feedback.
  • One key item that is often forgotten during the appraisal process (by managers and employees alike) is that the appraisal is for improvement, not blame.
  • Similarly, a salesperson will be appraised very differently than a researcher.
  • Performing an appraisal can be nerve racking for both parties if the situation is not handled correctly.
  • 2+2: This method demonstrates how appraisals can be used primarily for improvement purposes.

• Appraisal methods

  • 2+2: A relative newcomer in performance appraisal methodology, the 2+2 feedback system demonstrates how appraisals can be used primarily for improvement purposes.
  • If the goal of the performance appraisal is employee improvement, this system can provide significant benefits; however, if the goals are more akin to compensation changes and rankings, the system provides little benefit.
  • Appraisal methodologies depend greatly on the type of work being done; an assembly worker will require a considerably different appraisal system than a business consultant.
  • Significant planning will be required to develop appropriate methods for each business unit in an organization in order to obtain maximum performance towards the appraisal goals.

• Chapter Questions

  • Appraise the difference between a state bank and a national bank.

• Defining Emotion

  • Emotions are subjective experiences that involve physiological arousal and cognitive appraisal.
  • Emotions are subjective states of being that, physiologically speaking, involve physiological arousal, psychological appraisal and cognitive processes, subjective experiences, and expressive behavior.
  • Our psychological appraisal of a situation is informed by our experiences, background, and culture.
  • Among these are appraisal theory, the James–Lange theory, the Cannon–Bard theory, the Schachter–Singer theory, and the facial-feedback hypothesis.

• Performance Assessment

  • A performance appraisal is done to assess an employee's job performance and productivity on certain preestablished criteria and objectives.
  • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity, in relation to certain preestablished criteria and organizational objectives.
  • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity in relation to certain preestablished criteria and organizational objectives.

• Evaluating Performance: Who, What, and How

  • Performance appraisal is the organized process of evaluating the job performance of employees according to organizational standards.
  • Performance appraisal or performance evaluation refers to the ongoing, organized process of evaluating the job performance of individual employees according to set standards of the organization.
  • This performance appraisal (PA) usually happens yearly and gives the opportunity for both employer and employee to assess the relationship and provide feedback.
  • Apply the three basic ways to collect performance data to procure the benefits of performance appraisals