Methods of Performance Evaluation


Employee assessments are commonplace in most firms, with the majority of companies doing them at least once every year. An employee’s work habits and responsibilities are often examined in the appraisal context. A worker’s appraisal is a significant factor in determining promotions, bonuses, and rises in income. Both the employer and the employee benefit from performance appraisals. Performance evaluations have a major advantage in allowing employees to set and accomplish attainable goals (Edeh et al. 4). For this reason, performance management is employed as an incentive for employees to assess their careers and see if they have made the right choice. As a result, the feedback that employee receives from their supervisors aids them in learning and improving their work. Firms may enhance their employees’ accomplishments with a suitable performance evaluation method. When employees receive regular assessments, they have a better understanding of their responsibilities.

Performance Evaluation

360-degree feedback is a multilayered performance assessment system that appraises an employee rooted in responses from peers, clients, and direct reports. Attributable to the approach, performance evaluations will no longer be tainted by preconceived notions of what constitutes a productive employee. Self-appraisals, managerial evaluations, the peer review process, Subordinates Appraising Manager (SAM), and client views are all part of this evaluation process. Using self-assessment tools, employees can look back at their work history and identify their greatest accomplishments and areas for improvement. Managerial performance reviews involve the appraisal of a team or plan by senior managers and their supervisors’ assessment of individual employees. Coworkers’ assessments of an employee’s capacity to fit in with the team, take on new responsibilities, and be a dependable group members are called upon while making hiring decisions (Edeh et al. 7). Reportees in SAM often bring a distinct managerial perspective to the table. Customers can evaluate an employee’s productivity more accurately, but these external users typically do not see the influence of processes or strategies on a worker’s output. Because of 360-degree feedback, individuals become more conscious of how their actions affect others. In addition, it encourages a positive work environment by integrating performance feedback into the company’s culture.

Management by objectives (MBO) is an achievement review approach in which supervisors and employees work jointly to develop, strategize, organize, and articulate particular goals for a given period. Managers and subordinates often meet to examine progress and assess the viability of attaining the goals they have set out to accomplish. The SMART technique validates objectives to check if the intended purpose is specific, measurable, achievable, realistic and time-bound. This performance appraisal method efficiently matches the overarching organizational goals with the aims of personnel. Employees are evaluated after the review period based on their performance (this could be once or twice per year). With success comes promotion and increased income; with failure comes transfer or additional training. In this approach, the emphasis is generally on achieving measurable results, while less tangible factors such as social skills and devotion are sometimes ignored. To be effective, the MBO process should be incorporated into the overall objective-setting and performance-appraising practices of the firm (Selvarajan et al.146). Businesses may boost employee engagement, increase the likelihood of goal attainment, and enable workers to think in the future by adding MBO into the fitness review process.


During the interview, Daryl Brown, Walmart’s Human Resource Manager, claimed that his ability to deliver analytical and personnel development competencies helps improve operations and overall organizational outcomes through internal and external collaborations. He affirmed that he is a prominent Human Resources Generalist with extensive experience in talent development, retention, leading people, and change management. Productivity, professional skills, work ethics, and career development are some of the most widely utilized criteria to evaluate a person’s success in the workplace. An individual’s contributions to achieving corporate goals and objectives are the center of attention here. For example, sales volume, mutually agreed-upon contracts, and the importance of an employee’s financial benefits to the organization may be emphasized. An employee’s abilities may also be assessed in another set of evaluations. When assessing talents, technical expertise and the ability to identify problems and propose solutions may be the most important considerations (Thuy and Trinh 16). An employee’s timeliness, motivation, absence, and interpersonal skills can be examined as an evaluation anchored in work ethics. Professional development may include assessing an employee’s commitment to furthering their education. Deliverables may consist of whether or not a worker attends seminars and workshop sessions. Core assumptions and the method of their implementation differ among performance evaluation methodologies fundamentally. There are many factors to consider while making a decision, so it is essential to take one’s time. Each company adopts a variety of techniques regarding productivity and staff retention.


Promotions, talent management, pay raises, and compensation increases are all aspects of performance management. Performance evaluations have a major advantage in that they allow employees to set and accomplish attainable goals. In 360-degree feedback, supervisors, coworkers, customers, and subordinates provide input on an employee’s performance. MBO is an assessment process in which executives and employees work collectively to establish, plan, coordinate, and convey goals for a given time. When employees receive regular assessments, they better understand their responsibilities and improve the efficiency of communication between them and their supervisors. Walmart’s Human Resource Manager, Daryl Brown, remarked that his analytical and personnel development attributes increase productivity and overall corporate strategy with internal and external cooperation. Organizations can boost employee output by implementing an effective system of performance evaluation. Most companies employ a variety of methods, which they may use at various stages in an employee’s career.

The following are five insights from this project that I intend to incorporate into my profession.

  • Subjectivity and partiality are the biggest obstacles for management and workers; no performance evaluation method can eliminate them. In terms of assessing performance, 360-degree assessments are the most effective.
  • Numerous elements should be evaluated: task or objective accomplishment, interpersonal skills, leadership traits, technological efficiency, and non-job-related behavior.
  • Effectiveness in work hinges on one’s code of conduct or work ethic. This criterion can be used to evaluate an employee’s dedication to the organization’s culture to determine if they adhere to the rules and norms of the workplace.
  • Evaluating an individual’s commitment to their progress and that of their coworkers is valuable for gauging whether an employee is motivated to reach even greater excellence in the workplace.
  • It is valuable to include supervisors, coworkers, and direct reports in the appraisal process. This encourages employees and other stakeholders to have a sense of ownership over the process and provide their unwavering support to any established standards.

Works Cited

Edeh, Friday, et al. “Understanding Performance Management, Performance Appraisal and Performance Measurement.” American Journal of Economics and Business Management, vol. 2, no. 4, 2019, pp. 1-18.

Selvarajan, Thattai, et al. “Performance Appraisal Fairness, Leader-Member Exchange and Motivation to Improve Performance: A Study of US and Mexican Employees.” Journal of Business Research, vol. 85, 2018, pp. 142-154.

Thuy, Navia, and Elly Trinh. “Human Resource Development: Overview of the Performance Evaluation and Performance Appraisal viewpoints.” Journal La Bisecoman, vol. 1, no. 5, 2020, pp. 15-19

Find out your order's cost