Certain pitfalls have been identified with regards to the performance management system for the senior operational staff in the organisation. Firstly, the system is not found to promote or enhance productivity in any way. Moreover, it is not a favourable system which drives commitment in the workforce or motivates employees towards continuous improvement of performance (Montebello, 2004, p.Secondly, there are loopholes in the implementation plan of the system. The system is not implemented aggressively. Moreover, the technology used for implementing the plan is not based on the latest technology which allows errors and loopholes in the system. There is lack of transparency in the system which eventually causes improper performance appraisal. Inefficiencies creep in and at times, there is biasness in the appraisal system.The performance appraisal forms are constructed poorly. This implies that the factors for rating are not well defined and allows ambiguity. The rating scale also contains certain problematic terms. Thus, it is difficult to evaluate whether the performance meets requirements, exceeds it or is at par. The problem that arises because of this is that the process lacks validity and value and is considered to be impractical. The forms are also not unanimously accepted by all (Grote, p. It is also said to cause damage in the working relationships arising out of disagreements over the terms. There are cultural differences and potential differences between members of the organisation due to which the performance standards can vary (David, p.The performance review techniques lack uniformity and consistency. The performance review techniques should be such that it helps in the identification of opportunities and motivates the employees. The technique lacks innovation making the managers least accountable of their performance. Moreover, the operational managers are likely to shift the burden of their responsibility to the subordinates (Oakland, p.It is important that the goals are well defined and not divergent in nature. The goals should be complemented with proper directions and guidelines which would be followed by all senior operational staff in the organisation. For example, the time and deadline should remain fixed when he is reporting to a higher authority.The appraisal forms should be constructed carefully. This would include exclusion of terms which cannot be understood by all. There should not be any kind
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