Evaluation questions in the appraisal form are close-ended questions for interrogating the depth of certain characteristics an employee is supposed to embellish. They range from general knowledge, abilities, skills, and interactions at the workplace and with the public. The questions are discrete. Opinions of the appraiser are sort to give a better understanding of his/her decision to appraise the employee in the manner they did. These comments help in eliminating bias and ambiguity in the grading process.
The employer grades the employee over a number of parameters. These parameters mostly are in tandem with the skills required in that environment, which could be a school or business.
The questions in the form seek to gain a general understanding of the employees, how many years of experience they have up their sleeve, to who they are answerable, and the assessment rubric. Additionally, the form seeks to unravel the employee’s dexterity at completing certain tasks and how these tasks are completed. Through the supervisor’s opinion of the employee, management practicum can be specifically tailored to address the doglegs highlighted. The appraisal form below, aims at establishing strengths and weaknesses in employee performance in an organization for proper remedy practicum to be initiated. It is also geared towards rewarding those employees whose performance is deemed to have exceeded the organization’s expectations. Appraisal motivates employees to adopt excellence in their work.
Appraisal injects the desire to achieve and demonstrate mastery and/or competence in the completion of certain tasks. It makes the individual to yearn for success. The Herzberg theory coined by Fredrick Herzberg notes that employee satisfaction is inherent of two factors, hygiene and motivation, which could be intrinsic and extrinsic.. Additionally, these factors determine an employee’s appreciation of the job and overall job approval (Ramlall 103). Job satisfaction is evaluated based on productivity. Ramlall notes that the fear of failure could elicit low need for achievement and less indulgence of challenging tasks, hence low motivation (103).
The desire for high achievement, on the other hand, is motivated by the need for personal development and the need to meet targets. It calls the employee to initiate models that ensure minimum supervision and high degree of independence and autonomy in thinking. Adam, through his submissions and theory, Adams’ equity theory, further indicates that employees are best motivated when equality is applied at the workplace. He notes that equal access to promotions and other opportunities inspires healthy competition in organizations (Ramlall 106). The best way to motivate staff/employees is through rewarding commensurate with the complexity of tasks undertaken.
Ramlall, Sunil . “A Review of Employee Motivation Theories and their Implications for Employee Retention within Organizations.” The Journal of American Academy of Business (2004).