Case Analysis

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During the change an essential element of a favorable performance appraisal system is habitual communication between the supervisor or manager and the employee. Building work connections are critical in realizing the desired results. Regular, joint communication among employee and supervisor or manager helps build this bond. Brief discussions were therefore undertaken whenever appropriate and official meetings were planned at least once during the evaluation period to discuss what was going well and what could be improved. These sessions were used to explain rather than evaluate performance. Inquiries were also made about changes in the work situation since discussions initially.

It was recognized that they were limited obstacles blocking the success of the new performance appraisal system. Resources were provided so that the employees could accomplish their objectives and acknowledgements of accomplishments were made throughout this period. Further, new arrangements in the department were discussed, so that employees could re-focus their endeavors. However, it was imperative for supervisor or manager and employee to maintain open communication in an effort to keep each other informed of work progress and labor together to resolve dilemmas when they occurred. Resolving insignificant issues now are far better than they expand disastrously.

Being “hard on the problem and soft on the person” was a key principle that encouraged employees to accept constructive criticism. In order to increase the efficiency of the divisions, the communication between personnel has been improved and employees have no need to compromise with the requirements of their work. The supervisor or manager plays an important role in the effectiveness and in the guidance of the team and the Tobago House of Assembly to support the individual department units.

Issues Identified

The human resource personnel reported some difficulties faced when implementing the performance appraisal systems. The failure of several supervisor/managers to correctly complete the appraisal forms and procedure as designed were deemed an issue. This issue was supported with one of the most preferred modifications, to simplify performance appraisal systems to ensure easy implementation. However, it was noted that input from both supervisors and subordinates in the design of the appraisal system were deemed extremely important. Feedback specifically related to the performance appraisal also seemed to be a factor underpinning perceptions about the process. It appeared that feedback was perceived necessary for future and career development at the representative level. However, a casual approach prevailed in this regard at the management level.

In the review of their work very often subordinates is heard saying, “I hope this is what they want.” What gives rise to this uncertainty? Sometimes, it is caused by the failure of supervisors to discuss with the subordinate exactly what is to be done, when it is to be done and what standards must be attained. Uncertainty in performance indicators and objectives were perceived as an unwanted element in the performance appraisal process, mainly from senior management. Objectives assigned were quite ambitious and sometimes vague (Robbins et al, 2013).

Actions taken

An all-employee meeting was convened to explain the performance review program. Examples were provided about the benefits of the program, questions from employees were answered about the program’s effectiveness and objectivity. During the scheduled meeting, a review of the appraisal process and an open exchange of information concerning expectations and results were facilitated. Disagreements of factual matters were resolved.

The three quarterly reviews were decided upon, it was stated that the time was excellent for the supervisor to review the position description with employees and to determine if the work described is current, or if the job duties have changed. The position description needed to be revised and a copy sent to the Director, Human Resources. It was advised that an analysis of the issues were needed and an attempt to view them from both sides was essential. Listening carefully to the employee and trying to understand their perspective were given grave attention. The completion of the performance appraisal was determined when the supervisor provided written feedback, as well as verbal communication that the content and issues had been successfully communicated.

During the all-employee meeting it was revealed that employees wanted to make a contribution in the appraisal of their performance. The human resource department provided session for supervisor and managers on the topic, ‘How to Conduct Performance Appraisals’. However the results suggest that there is a need for training and coaching for both supervisors, managers and subordinates in the appraisal process.

The Director, Human Resources and the Training Specialist collaborated to create training that addressed basic supervisory and management skills and that would teach managers/supervisors how to use the review forms. It was established that periodic performance appraisal discussions be conducted from time to time mainly for the purpose of devising a plan to improve the future performance of the subordinate. This meeting should be carefully planned by the supervisor. Moreover, the supervisor would guide the discussions, take notes systematically and use interviewing techniques which would achieve the desired result. However, the supervisor should be careful to avoid creating or reinforcing the stressful feelings which accompany some interview situations.

The meeting once properly conducted should not only produce the plan referred to above , but should also provide the supervisor with valuable insights into the thinking and reasoning which the subordinate brings to bear on their assignments, and the effort which is applied to the work. As a result, the supervisor will be in a better position to make an unbiased assessment of the subordinate’s performance when he has to record such an assessment in writing.

RECOMMENDATIONS

Performance appraisal is linked to training and development and can become a key advantage for the divisions of the Tobago House of Assembly. Training and development of employees must become a critical feature in attaining individual as well as organizational purpose.

A review on conducting performance appraisals has shown that there are several attributes of an effective performance appraisal. One of the most important of these, particularly for a poorly performing employee, is the tone used;

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