Assessing performance appraisal in Lebanese commercial banks due to motivation and leadership factors. (c1996)

Abstract

Feedback tells a performer to change performance or to keep on performing the same way. Without feedback, good performance can fall off track, and poor performance can remain unimproved. If feedback is provided only during an annual performance review, it is probably not timely enough to be effective. If feedback is not specific, it will fail to make its contribution to the effectiveness of the performance method. Moreover, delay in feedback creates both frustration, when good performance is not quickly recognized, and anger, when judgment is rendered for inadequacies long past. Surveys generally show that most people think the idea of performance appraisal is good. They feel that a man should know where he stands and therefore, the manager should discuss an appraisal of his performance with him periodically. In actual practice, however, it is the extremely rare operating manager who will employ such a program on his own initiative. Personnel specialists report that most managers carry out performance appraisals interviews only when strong control procedures are established to ensure that they do so and assure them that in this way they will obtain improved performance from their subordinates. Without evaluations, salary and promotion policies can not be administered. Recognizing good performance and correcting poor performance will result in a sound appraisal system that can contribute both to organizational morale and organizational performance.