Name and discuss the implications of at least three of the five realities that the implementation of performance management systems at work confront.

Question

What will be an ideal response?

Answer 1

1. This activity is inevitable in all organizations, large and small, public and private, and domestic and multinational. Organizations need to know if individuals are performing competently, and, in the current legal climate, appraisals are essential features of an organization’s defense against challenges to adverse employment actions, such as terminations or layoffs.
2. Appraisal is fraught with consequences for individuals (rewards/punishments) and organizations (the need to provide appropriate rewards and punishments based on performance).
3. As job complexity increases, it becomes progressively more difficult, even for well-meaning appraisers, to assign accurate, merit-based performance ratings.
4. When evaluating coworkers, there is an ever-present danger of the parties being influenced by the political consequences of their actions--rewarding allies and punishing enemies or competitors (Longenecker & Gioia, 1994).
5. The implementation of performance management systems takes time and effort, and participants (those who rate performance and those whose performance is rated) must be convinced the system is useful and fair. Otherwise, the system may carry numerous negative consequences. For example, high-performing employees may quit, there may be wasted time and money, and there may be adverse legal consequences as well.