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Essay / Research Paper Abstract
A 6 page paper that discusses some of the reasons performance appraisal systems fail to do what they are supposed to do. Research identifying the factors related to the employee's level of satisfaction with the performance appraisal process are reported. Bibliography lists 21 sources.
Page Count:
6 pages (~225 words per page)
File: MM12_PGempst.rtf
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Unformatted sample text from the term paper:
and subordinates alike? Performance appraisal" (Glendinning, 2002, p. 161). "The conventional performance appraisal system . . . . is distorted by evaluator bias and more often reflects the unpredictability of
the organizations dynamics" (Gray, 2002, p. 15). "Performance appraisal has been described as Americas number one management problem" (Smith, Harrington and Houghton, 2000, p. 21). " Performance appraisal can have
a profound effect on levels of employee motivation and satisfaction - for better as well as for worse" (Arthur North and Associates, 2004). These are just a few of the
most common attitudes and beliefs about performance appraisals. In general nobody likes the appraisal process. Yet, many have also stated the performance appraisal process can help managers make decisions and
motivate employees (Fox et al, 1998). One investigator found that 75 percent of the organizations studied said there is a strong link between "skill training and successful performance management" (Glendinning,
2002, p. 161). Heathfield comments both supervisor and employee are uncomfortable with the traditional appraisal process (2004). The manager does not want like being a judge and the employee feels
defensive (Heathfield, 2004). If the employee is rated lower than they perceive their contributions, conflict can easily erupt between them (Heathfield, 2004). Simmons also comments on this issue (2003). Simmons
says that when the performance appraisal process fails: "performance management often conflicts with relationship management" (2003, p. 47). Negative feedback from the manager does not motivate an employee to perform
at higher levels, it has, instead, the exact opposite effect (Simmons, 2003). Simmons reports his own experience earlier in his career (2003). He had worked really hard throughout the
year but he received low ratings on communication and being a team player (Simmons, 2003). In retrospect, Simmons agrees the rating was fair but it did not help him improve,
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