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Contents
Questions
to Address the Issues. 4
Due Process in Performance Appraisal
Introduction
Article Summary
The authors highlight three important features of the due process as suggested by the Fifth and Fourteenth Amendments of the Constitution of the United States. The features are sufficient notice, a fair hearing, and ruling based on proof. They also suggest that there are two theoretical explanations as to how the psychological process takes place. According to them, these explanations underlie procedural justice effects. The two justifications include relational concerns and instrumental control.
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Furthermore, the authors outline that due-process appraisal systems have the capability of providing a substantial chance for organizational and employee agents to give out their views in the process of appraisal. In order to ensure that there is fairness in the appraisal process the three factors to consider include trust, neutrality, and standing. According to the article, the reactions of employees to the accuracy and fairness of the appraisal system may have an impact on their motivation to develop unusual potential and weak performance. In a similar way, managers’ reactions to performance appraisal prove to be necessary for collecting the relative information on the balanced performance required for allocating rewards or legal certification.
Therefore, practically, examining the way due-process appraisal systems impact employees’ and managers’ reactions provides crucial information concerning whether the systems may contribute to organizational effectiveness. According to the authors, appraisal systems often disrupt the due-process of employees by giving them rare and general feedback on performance, and this introduces a bias in the ratings of performance by hindering sufficient input in the appraisal process
Moreover, the analysis made in the article shows that when an organization evaluates staff members using the due-process appraisal system, they show more satisfaction as compared to when evaluating them without using the performance appraisal system. It usually boosts the employees’ morale since they show greater job satisfaction. The authors claim that the reactions of managers to the due-process appraisal systems are more important that the reaction of employees. They suggest this because the managers have the ability to distort appraisal outcomes and sabotage its reward. They also have the ability to make the results meaningless and alter the evidence of employee performance.
Critique and Issues
To begin with, the authors appear to present a weak argument by stating that trust is one factor that affects the fairness of the due-process appraisal. Although trust may influence judgment relating to employee satisfaction in the appraisal process, the overall impression depends on the character of an individual employee. An employee or manager may pretend to be trustworthy but in a real sense, all they want is to gain something from it. Therefore, an organization should not depend on individual trust during the performance appraisal.
On the other hand, the authors’ claim that managers have an upper hand in determining the outcome of the employees’ performance is not enough to reduce the employees’ motivation. Despite the fact that they play an important role in the due-process performance appraisal, the employees also have the potential of raising complaints about results. For instance, in an organization, staff members can easily identify an employee who performs best in their line of duty. They can easily know those workers who are hardworking, self-motivated, and always focused on achieving their best to increase the level of productivity.
Questions to Address the Issues
- Does the manager play an important role in the performance appraisal process of employees?
- Is trust a reliable factor during the due-process performance appraisal?
- Between an employee and a manager, who is more critical in the due-process performance appraisal?
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