Performance Appraisal Concept Analysis

1.2 Concept and definitions of Performance Appraisal
Over a period of time, the system of performance appraisal has found roots and become prevalent in nearly all organisations. There are large numbers of definitions explaining this concept. Let us derive the meaning from the roots of the words. The two words are: Performance and Appraisal. Therefore, we need to part them in the beginning. The word 'performance' has come from the fundamental word 'perform', which means to carry out an action or to do something. This word generates two other words, i.e. 'performer' and 'performance'. The word 'performer' is a derivative and 'performance' is taken as the action of performing or an act of performing. It can also be implicit in the form of capabilities.

Instead, it alludes to the relative thinking of the person concerned on the basis of the parameters he has chosen. This is because classification of what is good, better or best can only be a decision of individual concern. The appraisal of performance starts at a very early stage. The child assesses the performance of his mother exclusively on the criteria of expectations. As one ages, the number of performers surrounding him keeps on increasing over and above the relationships of mother, father, brother, sister, son and daughter. The individual has to consider his friends circle and different vocations together with those of doctor, teacher, student, shopkeeper, politician, policeman and so on. One assesses the performance of these people stringently on the basis of their expected and desired behaviour and output. The performance of a person cannot be determined by a single benchmark because whether the performance is good or bad has to be decided by the user or the beneficiary. Therefore, the performance appraisal is based on the assessment made by the individual who can be named as a judge in association with the particular appraisal of performance to be undertaken.

Agreement among organisational members can often be easily reached at the conceptual level. However, conceptual criteria do not specify exactly how the criteria are to be obtained. In a sense, this is where the rubber meets the road and it is the job of the operational criteria to specify how the conceptual criteria will be achieved. [7]

1.2.3 Determinants of job performance
There are three basic determinants of the job performance they are as follows:
1) Willingness to perform: If an employee performs his own tasks and responsibilities with willingness then his level of the performance in the organisation will be high and will be up to the standards.
2) Capacity to Perform: If the basic qualifications, abilities and skills required for performing specific tasks are possessed by the employees then their level of performance in the organisation will be in accordance with the set standards.
3) Opportunity to Perform: Favourable circumstances and opportunities to execute the challenging tasks which are more contributory towards achievement of the organisation’s mission and objective and leads to more effective performance from employees.