The document outlines ethical guidelines for performance appraisals, emphasizing fairness, accuracy, and professionalism in the appraisal process. It prohibits discrimination, mandates balanced evaluations, and requires managers to provide constructive feedback and opportunities for employee improvement. Additionally, it stresses the importance of confidentiality, proper documentation, and the need for managers to be trained in appraisal techniques.

1. Ethical Perspectives
in
Performance Appraisal

2. 1. PA should not be used in a merely punitive
manner.
• It is unprofessional for a manager or
supervisor to use the appraisal process as a
tool for being revengeful with an employee
who has displeased or upset him/her in
some way.
2. Appraisals should not be used to
discriminate against employees based on
race, religion, age, gender, disability, marital
status, pregnancy, sexual preference.

3. 3. PA results should be fair, accurate and
supported by evidence and examples.
• Peers may be interviewed for the purpose
of their views and reactions recorded.
• The nature and effects of the employee’s
behaviour should be documented.
4. An employee should have the opportunity
to express his/her views on their appraisal
results, to express their agreement of
otherwise, and to appeal the result or at
least request a review by higher authorities.

4. 5. Appraisals should be balanced, recording
information on both the good and the bad
aspects of an employee’s performance (as
far as possible)
6. Appraisal results should not be used as the
sole basis for promotion, remuneration of
termination decisions.
• A broad range of information should be
considered, in which the employee’s
appraisal results may be significant but not
the sole decision-making factor.

5. 7. Employees who receive a poor performance
appraisal result should be given a
reasonable chance to improve.
• Generally speaking, it is bad idea to dismiss,
demote or otherwise penalize an employee
because of a single adverse appraisal result
(depending of course on the nature and
seriousness of the conduct that underlies
the poor result.)
8. Provide timely feedback, specially to slow of
poor performers.

6. • It is not fair to offer zero feedback to a poor
performer for twelve months and then
present them with a bad appraisal. The
organization must be willing, especially with
employees who are having trouble, to offer
more frequent feedback and guidance.
• Tell them if something is wrong and give
them a chance to correct the problem in a
timely manner.

7. 9. Retain records so that if an employee
believes they have been dealt with unfairly,
they may have rights to instigate legal
action years later.
• In the case of poor performers, or persons
dismissed or demoted, or those who resign
or leave in unhappy circumstances, it is
suggested that their appraisal records,
together with critical incident logs and
other relevant documents, be properly
documented.

8. 10. If an appraisal result is poor (or in any way
likely to be controversial or provocative),
ask an objective third party for their views
on whether the appraisal result seems fair
and reasonable.
• Be prepared to modify your position if the
second opinion is not supportive of the
result.
11. Appraisals should avoid provocative and
sensitive languages.
• As far as possible, aim for an
isolated/unattached and cool style.

9. • Ensure that criticisms relate to actual job
requirements and are not based on
personal or other irrelevant issues that have
little or no connection with actual job
requirements.
12. Managers and supervisors required to
conduct staff appraisals should be trained in
appraisal principles and techniques.
• Conducting PAs is one of the most
demanding of all supervisory activities.

10. • It is a sensitive and sometimes controversial
task and can cause serious damage to
employee relations and morale if not
handled properly.
13. Appraisal results should be treated as
private and confidential information.
• Record storage should be secure and
controlled.
• Only people authorized to know should
have access to an employee’s performance
appraisal information.
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