A procedure for the employee to discuss disagreement with the process should be established.
Some options for dealing with disagreements about performance appraisals are:
Step Review SystemThe disagreement is heard by higher levels of management such as the supervisor's manager, followed by the Executive Director as necessary. In small non-profit organizations there may not be higher levels of management to appeal to.
Peer Review SystemA small group made up of equal numbers of employees and management staff review disagreements.
OmbudsmanEmployees can seek assistance from an individual within the organization who is designated as an impartial ombudsman. An ombudsman does not have the authority to override a decision, but the ombudsman can refer the disagreement up the line of authority, if necessary.
7. Final Checklist for Your Performance Management System
As stated previously, performance management has a variety of purposes, one of which is documentation should there be a legal challenge related to performance.
To ensure that your performance management process is defensible:
Base the process on well written job descriptions and job-related activities
Have the manager and employee collaborate on setting performance objectives
Establish results (objectives) and behaviours for which you can develop observable measures; avoid traits such as 'initiative' which require subjective assessments
Ensure that the employee keeps a copy of the performance plan (work plan) and expectations set at the beginning of the performance management cycle
Provide ongoing monitoring and feedback on performance to the employee
When problems are identified with performance, provide support (training, coaching, etc.) and adequate time for the performance to improve
Train managers/supervisors on all aspects of the process and on how to make bias free assessments
Ensure that the performance management form accurately documents performance - if overall performance is poor say so
Periodically review the performance management process to ensure that it is being applied consistently
Establish an appeals process
Performance Assessment systems design and implementation, to my opiniion, is a cultural issue. It can neither be developed nor managed in isolation of the business values of the organization. It reflects both the business philosophy and attitude towards people who work for the organization.
Appealing As Part Of Performance Managment - To learn more about this author, visit Dr. Fathi El-Nadi's Website.
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Dr. Fathi El-Nadi
(Visit Dr. Fathi's Website)
Certified Crosby College TQM Instructor;
Management & HR Development Senior
Consultant to a number of Egyptian & Arab
enterprises across the Middle East. -
Rated by The Society for Human Resources
Management (SHRM) as Senior HR
Professional due to his significant
contributions to prominent Multinationals
in the US, The Gulf, and Egypt. - Had held
senior Management, HR, and Training
positions in SOM, Johnson Wax, General
Motors, and Bristol Myers Squibb. -
Currently teaching Management, HR,
Strategic Management, and OB at a member
of prominent private universities in
Egypt. - Management & HR Development
consultant to USAID, CIDA, DANIDA & IFC on
development projects in Egypt. -
Professor, Strategic Management & HR
Development (The Arab Academy for Science
& Technology / AUC) - Consultant & Member,
The National Committee for Faculty &
Leadership Development Project (FLDP), a 7
year World Bank Funded project to enhance
the quality of Higher Education in Egypt.
- Consultant to a number of Egyptian State
universities on Strategic Planning &
Quality Improvement projects.
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