Introduction
Many companies have relied on the performance evaluations to measure and improve the effectiveness of its processes, systems and employees. The success of any business, company or institution is pegged on its performance and just as the process of project or business management is characterized by monitoring and evaluating every part of the process, the same applies to the management of the business. Regardless of whether one is evaluating himself or other employees, the process should be comprehensive and clear so as to help in the evaluation.
In evaluation, there must be legal and ethical values that govern the process to eliminate any potential exploitation or double standards. Performance evaluation makes it possible to link the expectations of the employer or business on the employee or business and the actual performance. Its main objective is to aid in work development by knowing the strengths and weaknesses and the parts that need to be improved. The aims of performance evaluation can be said to be; acquiring information on the performance of employees, enhancing the information to be used to evaluate performance, and evaluating the groups or individuals so as to measure performance.
Performance ethics and morals
Performance appraisals need to be of high ethics and honest and should aim at developing a way of improving effectiveness of the individual. The individual is tested on the achievements that have been achieved through a period of time. The rating involved in the appraisal varies and is mainly based on performance (George, 2006 p.126). The employees are gauged and rated as; substantially exceeding requirements, met requirements, met some requirements, not met some requirements, or no basis for approval.
When one is said to have substantially exceeded requirements, it implies that he/she has been effective in his/her work and has clearly met the objectives laid down for him/her by the employer. When the employer rate the employee as having no basis for approval, the employee is ineffective and incompetent in his duties or there was no improvement from the previous performance appraisal. When considering performance appraisals, there must be ways developed to address issues like philosophical, legal, moral, behavioral and organization. In assessing the performance, the basic principals should be based on the objectives and purpose of the organization, the expectations of the employee, the employee’s positions and the resources available.
The legalization of the process of performance evaluations gives both parties (employee and employer) a secure feeling and will have a stand which can be defended by law. Most employees may prefer legality of the evaluations since it gives them a stand and an upper hand once the employer defaults on the process.
Most people mistake the legality of the evaluation with ethics. Not all legal processes are ethical, and people have always breached the contracts and gone against their words. When the process of evaluation is initiated, then it is upon everyone to keep an eye on everything to ensure ethics prevail. For instance, many people can lie which is not ethical though it is not illegal (George, 2006 p.137). To practice ethics, one must look at both the short term and long-term profitability of the company. This requires honesty and diligence on the part of the employee and integrity on part of the employer.
Factors of evaluation
Basic performance factors are considered during evaluation and they include job understanding, organization skills and quality of work. Job understanding involves knowing the duties and responsibilities of the job; having adequate skills and understanding to undertake the duties; ability to promote the jobs mission and values; and is equipped with current knowledge, information and technology on the job.
Organizational skills are based on the employees’ priorities while performing duties, the way they handle information regarding the company and their duties which may be internal and external. The quality of the work will be based on accuracy, effectiveness and competency. The employee is also evaluated on the basis of how dependable and reliable he/she is. He should be regular and punctual in attendance, and is able to undertake duties very effectively so as to be rated highly (Sims, 2002). This means that he/she is committed in his work, is independent, is flexible, a team player, and is focused at all times.
Effective communication skills are essential which will help the employee to interact with others in informative ways. The employees must also be professional, innovative, motivated, and have good problem solving, planning, and leadership skills. This performance should be consistent and progressive so as to be rated highly (Axline, 1996). They should also be confident in all things they do and they should not be shaken by events or big tasks they face.
Social impacts
Socially, the impacts of performance evaluations are huge. Performance determines whether one remains at the same job level or gets promoted. When the employee looses a job, severe social problem awaits and looms especially if one never gets employed elsewhere. If the decisions were not taken ethically, the impacts may be even psychological with the employee viewing it as a misfortune and unfairness. Proper ethical criteria should be used in evaluation to avoid such impacts putting in mind that responsible and ethical behavior is core at all the stages of evaluation.
According to Newton & Ford (2008 p.59), the management is responsible for social development of the employees and society. This is achieved through three phases which include profit maximization management, trusteeship management, and quality of life management. The law does not allow unethical practices thus justifying the reason why many legalize the process of evaluation; this eliminates scandals such as racial segregation.
Workplace example
When the manager detects illegal receipts used to claim a bill, he decides to investigate the issue and finds that the chief executive officer is involved in it. He wonders whether to report it to the auditor or just keep quiet. Later, the auditors come and from their investigation, they find out about the malpractice but they are bribed to overlook or cover up the issue by the CEO. The manager decides that the issue is unethical but when he blows the whistle, he gets sacked from the office.
The manager had so many legal battles before the whistle blowing. The legal implications of the whistle blowing and the impacts on his career were immense. His integrity was put at stake and the ethics of business compromised. Legalities involved and governing the process will be those that affect other whistle blowers (Newton & Ford, 2008, p.168). Their job should be guaranteed and security of their families should also be ensured.
Conclusion
Many people have double standards especially where there are high profits involved. Ethics should never be compromised as a means of gaining financially. Those who compromise on the ethics of business jeopardize the morals of business and employment and hence should be stopped at all costs. Performance evaluations should mainly focus on honesty and confidence while employees with these virtues should be rewarded accordingly. When appraisals are being done, then law, ethics, and morals should not be kept aside so as to reward those who contribute to the success of the institution. Performance evaluation is a key component when it comes to monitoring employees and each of them should be responsible for their actions.
References
Axline, L. L. (1996). The Ethics of performance appraisals. SAM Advanced Management Journal, Vol. 61. Web.
George, R. T. (2006). Business Ethics. Sixth Edition. London: Pearson Education Inc.
Newton, L. H. & Ford, M. M. (2008). Taking Sides: Clashing Views in Business Ethics and Society. Tenth Edition. New York: McGraw Hill Inc.
Sims, R. R. (2002). Teaching business ethics for effective learning. Westport: Greenwood Publishing Group. Web.