Appraisal Management Report

Appraisal Management Report






Performance appraisal is a management tool that is used to measure how well an individual performs job-relevant tasks. The appraisals are used to establish areas that employees could improve in order to enhance better performance in the workplace. According to Tziner and Kopelman (2002) performance appraisals are also used to establish the employees' strengths and weaknesses, to provide feedback and facilitate communication with supervisors. When performance evaluation is conducted, different benefits including improved performance and effective communication are realized. The appraisal management report provides recommendations on how you would integrate it into a high-performance work system for 'Wellton NHS Trust'

Evaluation of the Performance Appraisal

The stated objectives of the appraisal are not only well stated, but also met. For instance, from the last appraisal, there has been an improvement in time management and improved efficiency, hence lowered waiting list. That the manager has improved time keeping and communicates more. With reference to going forward, the agreed objectives are to change leadership style in the next 6 months and increase staff bonding activities. The realization of these objectives is to be measure through improvement in staff relations and improved working relationships respectively. On support there was an agreement on learning and development with regard to improved relationships with staff via team building activities.  The manager has career aspirations, which are to progress within the organization, achieve more responsibility, and earn more salary compared to now.

Some areas have been established which need improvement. For instance, communication must be improved because there were no opening pleasantries which are an indication of poor personal communication (Purcell, Kinnie, Swart, Rayton, & Hutchinson, 2007). On questioning skills, the manager has effective skills because open and honest questions were asked. Also, the manager has good listening skills, and provided feedback based on observations. Also, the feedback skills have been used to establish strengths and weakness of others.

The performance appraisal was effective because all the objectives were achieved, while the levels of the skills and knowledge were at the required levels. Thus, the appraisal was successful and it can improve the performance of the manager and the employee. Based on the comments of the manager, training and development have improved leadership, and showed strong will to advance within the company (Brown, 2006). Also, the manager noted that based on the last appraisal, there has been some improvement, which could possibly be improved through training and development. Moreover, the appraisal has provided the areas that the manager must improve. For example, the manager wants to improve staff relationships and be successful in terms of improved communication and listening skills (Hutchinson, 2013). With reference to career aspirations Tziner and Kopelman (2002) noted that performance appraisals play a significant role in becoming more responsible and to progress within the organization.  The employee agreed with the objectives of the appraisal and experienced improved efficiency within the department.

 How Performance Appraisals Improve Organisational Performance

In both theory and practice, performance appraisals might improve organisational performance. For instance, when the weaknesses of the employees have been established, the organization can therefore focus on the areas that need improvement. For example, in the appraisal form, the leadership style must be improved to a more conservative one in order to improve staff relations. In addition, staff bonding activities must be achieved in order to improve the working relationships. According to Brown (2006), training and development can enhance better leadership, which in turn, promotes improved staff relations and working relationships. In this perspective, Performance appraisal provides an opportunity for a supervisor and employee to identify and agree on personal training and development needs (Hutchinson, 2013).During the discussion process, the work performance of the employee is determined and areas that need work skills improvement are identified. With reference to career development, a performance appraisal is required to link with future aspirations and performance outcomes.

Performance appraisal was used in the case to establish the strengths and weakness of the manager and areas that required improvement identified. For example, strengths identified included positive improvement to meetings, while problems identified included issues with the implementation of the suggested resources. The solution provided was to initiate staff team building practices, and this promotes motivation and satisfactions. Therefore, “ a performance appraisal can have a profound effect on levels of employee motivation and satisfaction for better performance” (Archer North Associates, 2010, p. 1). After this has been established, the organization also benefits. For instance, performance appraisals ensure that ensure that employees are equipped with necessary skills need to promote quality services, flexibility, customer satisfaction, and high productivity. Armstrong and Baron (2005) pointed out that when more attention is paid to the employees, high turnover and absenteeism rates in the organization could be reduced, thus improving the organizational performance.

Characteristics of Effective and Ineffective Appraisal Design and Implementation

An effective appraisal design must provide an explanation on the appraisal process. For instance, when a manager and employee meet, the manager must provide an explanation on the purpose as well the performance appraisal process. For instance, the objectives of the appraisal were to improve time keeping, lower waiting list, change leadership style to conservative, and promote staff bonding activities. It should also clarify job expectations to ensure that the employee’s skills job description, and qualifications as well as responsibilities are determined (Purcell, Kinnie, Swart, Rayton, & Hutchinson, 2007). For example, from the appraisal it was established that the manager had limited questioning skills, resource allocations, and balanced two-way communication.  In addition, an effective appraisal design reviews and updates the skills, and provides a framework in which the changes are to be implemented.  The appraisal conducted is effective because it initiates follow up in terms of the period that is required to effectively realize the changes proposed. A post appraisal talk in the appraisal is designed in such a manner that it provides the employees with required feedback from their managers on their performance. Lastly, the appraisal has performance review comments which ensure that employees can improve areas which have been pointed out to have weaknesses.

Components in a High-Performance Work System

High-Performance Work System (HPWS) comprises of management practices that are used to create an environment within a company to provide greater involvement and responsibility to employees. Bohlander and Snell, (2004) defined HPWS as “a specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment and flexibility” (p. 690). The performance management tool can be integrated into the HPWs for 'Wellton NHS Trust' via incentives, training, and involvement. For instance, involvement can be created by creating of “increased opportunity to participate in decisions” for the employees (Barnes, 2001, p. 9). An employee develops the ability to make decisions when they are part of the decision making process. Thus, as key component of HPWS, involvement allows an employee to be part of decisions making and the participation allows the employees to feel more empowered. Such feeling can improve their commitment in the workforce.

Brown (2006) noted that although involvement and training assist in preparation for employees and organizations for effective implementation and operation of HPWS, lack of the incentives can result to the failure of the system. The organisation must therefore establish a way to connect pay with employees’ performance so as to increase the morale of the employees to focus “on outcomes that are beneficial to themselves and the organization as a whole” (Bohlander & Snell, 2004, p. 698). The incentives provided could adopted by the organization could be in various forms, including, pay raises, paid leaves, bonuses when they meet performance targets as well as other monetary incentives (CIPD, 2009; Perkins & White, 2011). Additional, non-monetary incentives such as flextime, time off, group lunches, training and other employee benefits could enhance employees’ performance.

When employees in the organization undergo training on leadership, performance of the employees could be improved. Training offers employees with the suitable skills required to perform better in a more effective manner and to assume greater responsibilities within the organization (Brown, 2006). Also, training can give the organization a means to equip the employees with various skills and knowledge to make sure that the employees have an understanding of the different roles within the organization.


          To support performance development within a HPWS, necessary actions are needed to ensure the system is successful. The integration into the HPWS for the Welton NHS Trust can be improved through allocation of sufficient resources and offer support for the change effort. Resources required include incentives, training and development of the employees to improve communication, leadership, listening, and questioning skills (Shields, 2007). A successful HPWS can also be realized through early and wide communication between different parties involved in order to make a room for development and improved performance.  In case where the employees and managers are not getting along, effective communication is recommended because it not only enhances the listening, but also questioning skills. Effective leadership skills ensure continuity of leadership and develop champions of promoting the initiative. A transition structure is therefore needed to ensure that the implemented HPWs are successful. A reward system can also act as an effective method of ensuring the integration of a reward management that can improve employees’ performance (Rose, Wright, 2004).




Archer North Associates. (2010). Benefits of Appraisal. [Online] Available at: < http://www.performance-appraisal.com/benefits.htm> (Accessed January 09, 2017).

Armstrong M., Baron A. (2005) Managing performance:  performance management in action, London, CIPD.

Barnes, W. F. (2001). The challenge of implementing and sustaining high performance work systems in the United States: An evolutionary analysis of I/N Tek and Kote. Doctoral dissertation: University of Notre Dame.

Bohlander, G., & Snell, S. (2004). Managing human resources (13th ed.). Mason, OH: Thomson/South-Western.

Brown, E. D. (2006) Implementing a High Performance Work System. [Online] Available at: < http://ericbrown.com/implementing-a-high-performance-work-system.htm> (Accessed January 09, 2017).

CIPD (2009) Performance Management in Action, Current Trends and Practices, London, CIPD Available at >http://www.cipd.co.uk/binaries/Performance_management_in_action.pdf> (Accessed January 09, 2017).

Hutchinson, S. (2013).  Performance Management: Theory and Practice.  London. CIPD

Perkins S.J., White G. (2011) Reward Management: alternative consequences and contexts, London, CIPD

Purcell J., Kinnie N., Swart J., Rayton B., Hutchinson S. (2007) People Management and Performance, London, Routledge

Rose, M. (2014) Reward Management, London, Kogan Page

Sheilds, J. (2007) Managing employee performance and reward, Cambridge, Cambridge University Press.

Tziner, A. & Kopelman, R.E. (2002). Is there a Preferred Performance Rating Format? A Non-psychometric Perspective. Applied Psychology: An International Review, vol. 51, no.3, pp. 479-503

Wright A. (2004) Reward Management in Context, London, CIPD





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