| Performance appraisal is one of the
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| | perform better by linking it with reward
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| popular concepts among the multinational
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| | packages.
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| and local companies. The concept has been
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| | The concept and its uses can be further
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| defined by DeVries et al., (1981) as the
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| | explained with the help of the example of
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| process which allows firms to measure and
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| | Nokia. Nokia has incorporated
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| consequently evaluate an employees
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| | performance appraisals in its
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| achievements and behavior over a certain
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| | compensation plans for its employees. The
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| period of time. The basic purpose of
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| | company has adopted the philosophy of
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| using performance appraisal techniques
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| | pay-for-performance and therefore
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| within an organization is to align the
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| | measuring and gauging different
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| employees efforts with the overall
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| | performance indicators of each employee
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| objective of the firm.
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| | is essential to the company. Nokia is an
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| There has been a widespread discussion
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| | innovative firm with a global matrix
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| within the academic circles as to how to
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| | structure and a typical line management
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| define performance (Papers4you.com,
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| | configuration at the country level.
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| 2006). Drawing upon Briscoe & Schuler
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| | Therefore the performance appraisal
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| (2004) performance can be viewed as a
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| | system called Investing in People has
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| combination of several variables, such as
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| | been designed as 360 degree feedback and
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| motivation, ability, working conditions
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| | electronic briefing sessions (Pollitt,
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| and expectations. It has been established
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| | 2004), which are perfectly aligned with
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| that there are certain factors that
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| | the structure and overall aim of the
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| affect employees performance more than
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| | company.
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| others. These factors, according to
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| | It can be concluded from the discussion
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| Dowling et al (1999) include the
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| | that valuable organizational objectives
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| compensation package; the nature of task;
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| | are served with the help of performance
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| support from higher management; the
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| | appraisals and organizations should use
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| working environment and the overall
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| | the technique by aligning the performance
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| corporate culture.
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| | parameters with their overall mission and
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| There are many advantages mentioned in
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| | vision.
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| the literature regarding the use of
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| | References:
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| performance appraisals within an
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| | Briscoe, D. & Schuler, R. (2004),
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| organization (Papers4you.com, 2006). It
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| | International Human Resource Management
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| has been suggested that it improves the
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| | 2nd Ed., Routledge
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| communication between the higher to lower
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| | Dowling et al (1999), International Human
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| level management; identify areas of
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| | Resource Management Managing People in a
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| improvement; show employees training
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| | Multinational Context 3rd Ed.,
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| needs; help in promotion, retention and
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| | International Thomson Publishing
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| termination decisions; and means of
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| | DeVries, D.L., Morrison, A.M., Shullman,
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| managerial control (Fletcher, 1992). In
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| | S.L., Gerlach, M.L. (1981), Performance
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| order to take full advantage of the
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| | Appraisal On The Line, Center for
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| performance appraisals, the goal in
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| | Creative Leadership, Greensboro, NC
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| designing such systems should be
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| | Fletcher, C. (1992), Performance
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| congruent to the overall aim and vision
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| | management: its nature and research base,
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| of the company. For instance, it is
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| | in Developing a Performance-oriented
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| evident that there is a direct
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| | Culture (Eds), Association for Management
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| correlation between the performance of
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| | Education and Development
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| employees and their rewards as businesses
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| | Pollitt, D. (2004), Nokia Connects HR
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| do seek creation of wealth as their
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| | Policy with Company Success, Human
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| primary goal. Therefore one of the
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| | Resource Management International Digest,
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| increasingly adopted uses of performance
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| | Vol. 12 No. 6, p30-32
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| appraisals is to motivate employees to
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| | Papers For You (2006) "P/HR/244.
|
