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erformance Appraisal attempts to
measure what an employee does
over a defined period of time based
on agreed goals or objectives.
It does not merely focus on measuring
actual performance of employee; it also
tries to improve performance of the staff
subsequently.
What this paper intends to do is to take
us beyond mere measuring performance
to that aspect of improving performance
through performance reviews which no
doubt is beneficial to the individual em-
ployee and supervisor as well as impacts
positively on organizational performance
noting that performance management is
a means of getting better results i.e. ba-
sically concerned with performance im-
provement.
Most of the time, upon completion of per-
formance assessment, there is usually
a shift in focus from other performance
management steps in favour of the as-
sessment outcomes.
It is easy to forget that the end of one
appraisal exercise is the beginning of
the next appraisal cycle and except the
short comings of the last exercise are
addressed, there may be little or no im-
provement in staff performance and by
extension the corporate performance.
While outcomes of appraisals i.e. pro-
motions, pay incentives, appointments,
trainings, counselling etc are accept-
able means of reinforcing performance,
it however should not relegate perfor-
mance review of the just concluded ap-
praisal exercise which usually serves as
the developmental platform and per-
formance improvement medium for the
next appraisal.
What is appraisal review meeting?
Performance appraisal review meeting is
the meeting between the appraisal and
appraisee or Supervisor and subordinates
to review /discuss employees perfor-
mance in the just concluded appraisal.
If properly done, it will motivate and as-
sist employees to change behaviour and
perform better in future.
We must note that performance ap-
praisal is incomplete without feed back
given to the employee about his/her per-
formance whether during or after the as-
sessment itself.
Indeed performance management is
a means of getting better results form
the organization, teams and individuals
through managing performance within
an agreed framework of planned goals,
objectives and standards. It involves
series of sequential activities targeted at
facilitating optimal performance viz goal
setting and communication, on the job
guidance/training and performance re-
view and feedback.
On the part of the Management
One of the observed challenges in today’s
work place is the limited attention Man-
agers/leaders pay to the developmental
needs of their subordinates.
There appears to be so much competing
issues with inappropriate prioritization
that have relegated employees develop-
mental needs to the background.
Managers must necessarily recognize
that employees are their immediate cus-
tomers that they need to communicate
more with and devote more time to train-
ing and coaching them.
Managers must assume/operate from
the assumption that their employees are
themselves interested in performance
improvement as this leads to a sense of
achievement which is in itself motivating.
Managers should not just demand per-
formance/results but provide necessary
support to facilitate achievement of set
goals. It is important to note that the man-
agerial support is an essential ingredient
for performance improvement.
To make the appraisal feedback meet-
ing/session useful and productive for the
organization and the employee, the Man-
ager must see feedback as an essential
part of the performance management
process and note the following points:
• Have a positive attitude towards the
process
• Be fair and objective
• Make the employee feel comfortable
By Kayode Jamgbadi
Feature
Performance improvement
through post appraisal review
P