Effective Performance Management System

The collective trust of all stakeholders in the performance management process is critical for the framework to be efficient. Given the present organization reality of scaling down and re-organizing endeavors, it is extremely difficult for organizations to gain the trust of their employees to implement effective performance management systems. As such, future research could endeavor to understand the conditions under which dyadic, group and authoritative variables are probably going to strengthen trust and subsequently, improve the adequacy of the performance management systems. The relationship amongst individuals, groups and associations can be conceptualized inside a social exchange structure. In particular, people and groups show behaviors

Even though the appraisal framework has a provision for training needs, it is merely theoretical instead of pragmatic. As indicated, one of the objectives of appraisal is for advancement, adding value to the employee but the framework neglects to perceive and survey employee’s needs then one wonders why the system was set up in any case. It has been observed by Daley (2012), employees are selected for training in light of personal relationship with supervisors as opposed to on good performance or need for training. This fails to propel employees since they believe training is independent of the process, as such even with the appraisal process their necessities are not considered. Taking everything into account, every one of the difficulties explained prompts to subjectivity in appraisal process. Performance appraisal is being utilized as a part of numerous organizations today as a political instrument for propelling the course of favorites or for hindering and thwarting the advance of less favorite individuals who’s the appraiser would not even want to face. On the off chance that one is not prepared well in the process then there are high odds of partiality. Similarly, organizational culture relies upon personal relationships and compatibility then it prompts to nepotism. Likewise, if there is no evident set of working responsibilities and appraisal standards, then supervisors can utilize their carefulness to accord evaluations in view of individual judgements. Moreover, when the procedure is not led constantly then there are high odds of blunders and inclination. As indicated above, when there is deficient training, then performance evaluation can be utilized as an instrument of threat, badgering, power or authority, in this manner stagnating employee’s development and declining the value of the performance appraisal procedure (Roberts,