The existence of an appraisal tool within an organization does not mean every employee will follow it. As noted, there are cases of exaggeration, misconstrued metrics, and shoddy reviews done by incompetent managers. A solution to ensure the appraisal tools deliver genuine reviews should be in place. There can be two ways of doing so; receiving reviews from more than two managers, and insisting on proof of the appraisal results. Achieving absolute accuracy may not be easy, but there can be attempts to work out the best results. Instances where two or more people generate results are regulatory. The fear of having to prove any exaggerated information beleaguers the desire to present inaccurate information.
According to Levinson, the HR manager can establish a system in which two or more managers review their juniors, deliver their results, and compare discrepancies. Bizzi confirms that the reviewer has to give reasons for their points and provide relevant references for every appraisal. It is common practice that the reviews take atop-down format, but there can be a change in the style, with employees being asked to rate their bosses. This approach will be an opportunity for every individual to present their thoughts. However, care must be taken so that witch-hunts cases do not arise after the publication of the appraisal results.
The second solution is insisting on proof and explanations of all the reviews. This means every manager or employee will document any issues that are worth representing in the appraisal tool. Common ways of doing these at the end of a fiscal or operation year deserve some change, with some done daily, weekly, or monthly. After a long time, presenting appraisal results should cease, and regular presentations to HR should be done to facilitate any training pieces to employees as well as facilitating engagement, fairness, and trust.
Incentives that encourage managers to deliver unbiased appraisals include the promotion of excellent interpersonal relationships with others. Sharma and Sharma opine that unfriendly relationships lead to unwarranted reviews, revenge cases, and unnecessary punishments. Having a cohesive working environment where individuals adore one another and their personalities can lead to genuine reviews. Managers should undergo training on workplace relationships with their juniors. An imperfect solution to problems and issues arising within the workplace leads to coarse relationships. If solved, the workplace will be bearable and appraisals genuine.