Appraisal bias

In order to reduce appraisal bias, leaders should first understand or identify the types of bias which may occur in performance appraisal. First, leaders must understand the Halos effect. This means that managers tend to view certain employees as naturally good or bad. In this case, the manager does not focus on data or employee’s performance. Second, managers should be aware of purposeful bias. Managers use purposeful sabotage and provide poor appraisal score so that particular worker may not reach a high level (Roberts, 2003). Third, managers should be aware of appraisal bias.  In this case, managers favor a particular position by providing one appraisal form to a particular department and deny other departments.  Fourth, other types of bias in performance appraisal are self bias. This happens to employees as they believe that capable employees are valued and as aresult they will continue to perform high (Roberts, 2003). On the other hand poor employee believes that they cannot change nor do better. Last, managers should identity the recency bias and this occurs when managers focus on recent behavior and uses the positive or negative behavior in conducting a review (Roberts, 2003).

Through identifying the types of bias, managers will be a positive to implement the appropriate measures and reduce the bias. Managers should   implement performance appraisal polices.  In rating and appraisal, policies will ensure anonymity and ensure effective scoring and confidentiality (Roberts, 2003). Second a company should reinforce supervisor training based on performance management and leadership training and these will reduce bias in that managers will be able to implement disciplinary warnings, suspensions, provide constructive feedback and hold evaluation meetings. Having understood and identified the bias, managers should review the documents of workers and have a complete image based on their past and present performance (Roberts, 2003). In addition, they should ensure correct forms of appraisal and check all the performance standards by reviewing the sales records, reports and other relevant sources in order to have a clear evaluation. Last, managers should compare the performance with company’s expectations and attach supporting documentation to the performance appraisal and also ask colleagues or human resource staff to make confirmation (Roberts, 2003).

 

Reference

Roberts E. Gary (2003). Employee Performance Appraisal System Participation: a Technique that Works.

Public Personnel Management, Volume  32 No. 1 Spring 2003