The economic knowledge of the performance feedback relies heavily on the organizational intangible assets to increase value. When the performance management at the employee level is deemed essential, the business venture can implement a measure to improve their workforce performance. The time and effort instilled in a business increase performance to meet organizational goals but decrease turnover rates. To manage organizational performance, there must be performance appraisal (Ismail & Rishani, 2018). A performance appraisal evaluates all the employees based on their reviews over time. In performance appraisal, there is job analysis whereby an employee is logically evaluated based on their understanding of the business missions and objectives. It also develops measurable standards in terms of behavior reflected amongst employees in work ethics. Performance appraisal coaches and disciplines critical incidents that enable the workforce to develop positive attitudes no matter their cultural affiliations and different religious beliefs.
Performance appraisal is very costly to conduct yet fundamental in an organizational setup. First, it is done to provide a link between the employees and their managers. The linking enables the organization to have ethical trust that enhances successful communication to prevent major problems resulting from miscommunication. When an organization has complete trust, performance feedback is facilitated. Through feedback synchronization, the employees can face their seniors and explain things that affect their performance in the organization. When there is no two-way communication in an organization, it lacks performance feedback, but it might have performance appraisal. To increase productivity in the organization, the communicative interlink between the managers and employees must be strong enough to correct problems and provide insights.
Performance appraisal also allows the managers to make major decisions that employees should follow within the organization. The decisions are made based on information gotten from the performance feedback. When the information provided is accurate, the criticality of the manager to improve the organization’s outlook can turn out to be productive. Legit information can be found in the annual performance appraisal to evaluate concerns such as par raises, demotions, promotions, termination, and training (Ismail & Rishani, 2018). For instance, when the organization engages its employees in coaching as an appraisal process, the assessment criteria emanate from the performance feedback. Therefore, the performance feedback neutralizes a common problem that an organization could suffer from when ignored in the two-way communication strategy. Every organization’s decision-making scheme is based on better communication ethics. Performance appraisal provides the motivation deemed necessary for employees to improve their individuality. The morale sets the pace for new and old employees hence improving organizational productivity.
Every employee plays an integral position towards a business’s success or failure. When their morale is raised, they become positive demeanors who bring joy to the organization. Performance feedback is also a psychological remedy that helps employees understand each other. It also makes other workmates respect or makes adjustments that make everyone comfortable towards relaying their duties (Ismail & Rishani, 2018). Performance feedback should never be given under solicitation since such feedback can make the organization make negative decisions. Being specific improves corrective feedback, and the organization can take major decisions with precision. The performance appraisal can wait for quarterly review, but the performance feedback cannot. This is because the feedback can multiply and cripple the organization financially. Feedbacks can be dealt with every week to reduce problems that can accrue if it is repeated. An organization that sorts out its workforce ideologies by listening and making timely decisions can outdo its competitors.
Reference
Ismail, H. N., & Rishani, M. (2018). The relationships among performance appraisal satisfaction, career development and creative behavior. The Journal of Developing Areas, 52(3), 109-124.