Ethical Components in Performance Appraisal
Ethical Components in PerformanceAppraisal
Ethical Components inPerformance Appraisal
As the interest in "thequality of work life" increases, it becomes gradually evidentthat certain practices in this area need serious scrutiny.Performance appraisal is one of the most important practices thatdetermines the quality of employee input. There are many conceptualissues surrounding performance appraisal. One of these problems isthe ethical dilemmas that face the managers and staff. Althoughperformance appraisal is important in increasing productivity, it isalways a challenge to the managers since there are several ways ofevaluating performance. Furthermore, most managers do not like givingfeedback that may be taken negatively by the employees (Suresh,2013). In examining performance appraisal, this paper will identifyand evaluate the ethical components of a given dilemma. The paperwill also consider the impact of telling the truth and lying as wellas the manager`s responsibility to the organization and employees ina situation.
Evaluations of performance arenaturally fairly subjective, which leaves employees appraisals opento possible ethical complications. Appraisers may deliberately orinadvertently evaluate employees using different benchmarks, whichcan raise or lessen personal scores in an unethical manner. Themanagers may also fail to exclude their personal feelings whenpassing judgment on performance, which can affect their evaluation,and twist the results. In the situation of the given case, themanager should use the same standard assessment criteria for allemployees to eradicate the possibilities of ethical missteps. Themanager also had personal preconceptions and feelings which need tobe addressed. The first move in eradicating personal feelings fromwhat should be a balanced process is to admit them. Else, one mayinvoluntarily revisit these feelings when carrying out a performanceappraisal. This unscrupulous approach enables preconceived ideas andpersonal issues to affect employees in an unfair manner. Forinstance, in this situation, the manager has preconceived notion thatthe employee in question will not receive the feedback kindly. He isalso pre-convinced that the former evaluator had appraised theemployer unethically. It is ethical if the manager does not feel thathe can be objective in the appraisal process, he should defer thetask to another appraiser.
Every manager has a responsibility,both to the organization and to the employees. Deciding to tell thetruth, or to lie has an impact on the manager`s responsibility. Beingethical as a leader carrying out return appraisal is very significantfor various reasons. Irrespective of why they are told, lies anduntruths can cause people to separate from, and can also decrease thespirit the employees bring into the workplace. When managers lie,they create some management problems that sometimes they are unableto point out but are often powerfully present nevertheless. Theevaluating managers have a responsibility to maintain the standardsof (Suresh, 2013) organizations and to develop the employees. Thewhole objective of performance appraisal is to provide an authenticassessment of return as well as to create a strategy to improve aperson`s effectiveness equally. Therefore, this needs tellingemployees where they stand and being honest and straight with them.As a result, the managers should be truthful in conductingperformance appraisals so as to uphold the primary objective of theprocess (Misiak, 2014). Most importantly, conducting a high-ethicsperformance evaluation allows the process to serve its purpose, andthe managers fulfill their responsibilities to both the organizationand the employees.
Performance appraisals are apowerful tool for managers to assess the performance of the employeesin their organization. The process can be utilized for overseeingrewards and identifying personal strengths of employees. However, itis always a challenge to the managers since there are several ways ofevaluating performance. Besides, evaluations of performance arenaturally fairly subjective, which leaves employees appraisals opento possible ethical complications. As a result, the managers shouldbe truthful in conducting performance appraisals so as to uphold theprimary objective of the process.
Misiak, S. (2014). Ethical Systemfor Employee Performance Appraisal in Practice. Economics& Sociology, 3(2),101-113.
Suresh, S. (2013). Ethical Issuesin Human Resource Management. Managementand Labour Studies,34(4).
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