This report highlights the perils of using the appraisal as a control device.
Managers, in today’s organisations, require the need to ensure employees are focused on meeting corporate goals and attaining goals related to their individual job roles. Policy is generally the tool of choice to ensure compliance, created to act as a guideline for improving or managing employee behaviour. Managerial controls are best managed through in-house policy creation and should never include the performance appraisal as a means to guarantee compliance.
In progressive organisations, the performance appraisal is created as a tool to monitor employee job function, unique contribution, and assess the overall learning capabilities of employees. Abraham Maslow, a famous 20th century psychologist, created the Hierarchy of Needs which describes employee motivations in order to help them become a more well-rounded employee. This model describes basic human needs to include security, belonging and self-esteem as needs that must be fulfilled in order to become high-performing business contributors. “The satisfaction of the need for esteem produces feelings of self-confidence, prestige, power and control. Individuals feel useful when they feel they have some sort of effect on their environment” (Gambrel & Cianci, 2003, p.144). Self-esteem development is paramount for today’s human resource managers, as it is the determinant of how employees view themselves and their role within the organisation.
It is because of these needs that the performance appraisal has been developed, helping employees to uncover their many talents and give them a tool for feedback as a means to improve self-esteem. Employees, at the most basic needs level, need reinforcement to give them guidance about their performance, their peer or manager relationships, and to help them understand which weaknesses require change or improvement. The appraisal acts as a feedback mechanism that provides