Essay on Performance Appraisal

Published: 2021/12/28
Number of words: 897

The main goal of Skillhire’s assessment system is to create a group of employees that are conscious of their jobs, positions, and obligations as they are expected by the organization. The strategy is based on the premise that having clear objectives and receiving constant feedback makes it easier to achieve corporate and individual employee targets. As part of a commentary evaluation process, management may distribute rating assessments to employees, with the option for them to argue if necessary. Skillhire’s evaluation system may adopt a half-yearly worker evaluation and compulsory two-day training where both employees and managers are trained on how to use the program in accordance with guidelines. Workers organize, monitor, and evaluate their individual performance in collaboration with performance appraisal teams (Selvarajan et al., 2018). The senior executives may be trained to deliver fair and accurate ratings at the completion of the evaluation period. Furthermore, an independent rater is working to provide separate ratings for individuals based on continuing performance evaluations. This procedure ensures that the procedure is equitable and consistent.

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It is commonly acknowledged that the most of performance appraisal methods in use have numerous flaws. For instance, regardless of how well specified the variables for evaluating success on quantitative goals are, performance evaluations are often subjective and impressionistic (Selvarajan et al., 2018). Managers who use the Skillhire performance appraisal system to evaluate employees for the sake of deciding wage raises typically make arbitrary decisions since appraisals provide little information about the intricacies of performance. The assessments of different managers, especially those from different departments, are typically wildly disparate (Bayo-Moriones et al. 2020). What is an accomplishment in one area may be a disaster in the other? Furthermore, skilled individuals may not only be denied raises but also feel demotivated if salary increases are based on a normality assumption, which is dependent on performance ratings rather than behaviour. Using appraisal data to make judgments regarding rewards and redundancies in Skillhire can lead to misconceptions.

There are no constructed processes to ensure that managers offer open and constructive criticism, regardless of the fact that they are urged to do so. According to Lu & Wei (2019), when good work goes unnoticed for long periods of time, it produces frustration, and when earlier inadequacies are judged, it causes fury. There are few well-known ways for dealing with managers’ emotions of inadequacy while assessing subordinates, as well as the stagnation and delay that comes with feeling bad about making these decisions. In performance appraisals, it can be difficult to distinguish between individual and organizational performance. If the structure of the evaluation does not reflect the culture of Skillhire, it could be harmful. Employees are generally unhappy with their performance appraisal procedures. As a result, if the employees are dissatisfied with the appraisal, they can adjust their comments to appease their supervisor. The appraisal system may lead to the support of unrealistic goals, demoralizing Skillhire personnel or encouraging them to engage in unethical actions.

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According to some labour experts, the use of performance appraisals has resulted in a decrease in the use of merit and performance-based compensation (Eyoun et al., 2020). Employees may be evaluated unfairly based on their personality and character rather than their accomplishments as a result of performance appraisals. They can also lead to managers giving favourable comments to underperforming staff to avoid strained relationships. Unreliable raters can inject a variety of biases into assessment results in Skillhire, skewing them in favour of chosen features or those that represent the rater’s inclinations. Performance assessments that are effective in one environment or job position may be ineffective in another.


Schlossberg’s work is motivated by an interest in how adults grow and evolve, deal with the ups and downs of life (Na-Nan et al., 2020). Personal transition experiences may differ in Skillhire, but the underlying basis remains the same. Individual transitioning in Skillhire steady for comprehending. The three primary functions of performance appraisal are to provide feedback on each individual’s performance, to serve as a framework for changing or changing behaviour in order to maximize efficiency and effective, and to give information to managers in order to assess future job allocations and compensation. The notion of performance appraisal is crucial to effective management. These four elements are classified as prospective assets or liabilities, allowing for changes in the ratio as the situation of an individual evolves.


Bayo-Moriones, A., Galdon-Sanchez, J. E., & Martinez-de-Morentin, S. (2020). Performance appraisal: dimensions and determinants. The International Journal of Human Resource Management31(15), 1984-2015.

Eyoun, K., Chen, H., Ayoun, B., & Khliefat, A. (2020). The relationship between purpose of performance appraisal and psychological contract: Generational differences as a moderator. International Journal of Hospitality Management86, 102449.

Lu, J., & Wei, C. (2019). TODIM method for performance appraisal on social-integration-based rural reconstruction with interval-valued intuitionistic fuzzy information. Journal of Intelligent & Fuzzy Systems37(2), 1731-1740.

Na-Nan, K., Kanthong, S., Joungtrakul, J., & Smith, I. D. (2020). Mediating effects of job satisfaction and organizational commitment between problems with performance appraisal and organizational citizenship behaviour. Journal of Open Innovation: Technology, Market, and Complexity6(3), 64.

Selvarajan, T. T., Singh, B., & Solansky, S. (2018). Performance appraisal fairness, leader member exchange and motivation to improve performance: A study of US and Mexican employees. Journal of Business Research85, 142-154.

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