The self-appraisal system as a mechanism or a tool has
been introduced in banking organizations for a variety of
purposes. One of the major goals of the self-appraisal system
is to help develop people by way of creating greater awareness
of what they perform and how they perform. It is a key in
the hands of appraisees to reflect upon their own competencies
and highlight their achievements. It is the best way through
which employees make their organizations aware of their
training needs. Another goal is to bring people together
within hierarchical structure where superior-subordinate
interactive relationships are transcended into teamwork
with dual focus on goal attainment and greater employee
commitment.
In the recent past, research studies have shown that only
a few organizations are satisfied with their existing performance
appraisal system. Researchers indicate that, quite often,
appraisal system practices are ill-designed in most organizations
(Lathem and Wexley, 1982 and Rao, 1992). This is mainly
due to the fact that the existing system is not effective
in terms of various appraisal-based decisions and improvements
within the organizations. The reason being the objective
of this system is not spelt out, nor made known to the employees.
Performance appraisal should be carried out with a view
to increasing the consistency, fairness and accuracy of
employee appraisal because the information generated from
such performance appraisal programs is generally used to
implement certain administrative and development decisions
regarding selection, placement, promotion, appraisal rewards,
termination and training and development.
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