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The document discusses the performance appraisal system for civil servants in Cyprus. It notes that the existing system was not fulfilling its aims of determining employee permanence, readiness for promotion, development, and better management. Issues with the system included a rigid scale, vague duties, no appeals, subjective criteria, and managers lacking authority. Implementation issues were the annual and casual nature, lack of trust and fairness, favoritism, disinterested employees, and lack of feedback training. The document proposes improvements like ongoing feedback cycles, defined goals, 360 reviews, linking promotions to performance over seniority, grievance mechanisms, and salary increases tied to performance. It also recommends enhanced managerial responsibility and training, employee feedback training, linking performance to evidence,

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Bhoopendra Singh
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51 views8 pages

Solution

The document discusses the performance appraisal system for civil servants in Cyprus. It notes that the existing system was not fulfilling its aims of determining employee permanence, readiness for promotion, development, and better management. Issues with the system included a rigid scale, vague duties, no appeals, subjective criteria, and managers lacking authority. Implementation issues were the annual and casual nature, lack of trust and fairness, favoritism, disinterested employees, and lack of feedback training. The document proposes improvements like ongoing feedback cycles, defined goals, 360 reviews, linking promotions to performance over seniority, grievance mechanisms, and salary increases tied to performance. It also recommends enhanced managerial responsibility and training, employee feedback training, linking performance to evidence,

Uploaded by

Bhoopendra Singh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Performance Appraisal System in the civil service of Cyprus.

The aim of the Performance Appraisal System is

 To decide whether an employee on probation should be permanent


 To identify employee’s readiness for promotion
 To help employees develop their abilities and skills
 To promote better functioning and management of the civil services

Issues

In reality, none of the above-mentioned aims was being fulfilled by the issues in the appraisal system
as well as the way it was implemented

Issues in System

 Inflexible system containing a fixed scale with


 Vague description of duties
 No appeal mechanism
 Pre-defined, very subjective evaluation criteria without any common pre-decided gaols
 Managers lack the authority and means to take critical actions

Issues in implementation

 One-time annual activity


 Lack of trust, fairness, and commitment at appraiser and appraisee ends
 Favouritism
 Dis-interested employees
 Lack of training to give/take feedback in a positive way
 External interference

Proposal to improve system and execution

System

 Ongoing activity with a regular feedback cycle


 Define a set of top-level common ministry/agency goals
 Build a mechanism to cascade them the at org unit level
 Evaluate against these well-defined goals
 Introduced 360 feedback mechanism
 Introduce a mechanism to assess more comprehensively before promotion, include
not only recent annual performance scores but also additional inputs like –
o Feedback from peers, clients etc
 Link promotions with performance instead of seniority
 Setup an independent mechanism to re-address grievances to increase trust
 Change Salary structure to reduce difference with the private sector and link salary
raise with performance
Implementation

 Enhance managerial responsibility by creating a managerial incentive to link HRM with policy
and outcome
o Hold the manager responsible for the outcome
o Provide manager’s authority to take critical HRM-related action

 Train manager
o To set SMART Goals based on top-level goals
o To track both org and individual performance
o To give/take feedback
o Techniques to motivate staff
o Techniques to deal with under-performing staff
 Train employees
o To give/take feedback in a positive way
 Motivate employees to contribute in organizations’ target/goals
 Performance evaluation should be link with available/provided evidence

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