Since a portfolio is developed by and for an individual, the procedure is rarely useful in the identification of staffing needs (Function Five) or in the testing out of interpersonal perceptions (Function Ten). Portfolios are also inappropriate for most research purposes (Function Nine) — unless the research incorporates qualitative methodologies. The portfolio is uniquely appropriate as a vehicle for accountability (Functions Six, Seven and Eight) and as a model for professional development (Function Twelve).
A portfolio-based approach to performance appraisal may be of particular value when used in many human service agencies, high tech firms, and research and development departments, where criteria for successful job performance are often vague or contradictory. The contracting that occurs between an employee and his supervisor or a portfolio committee can’t help but serve as a vehicle for the continuing clarification and expansion of this employee’s accountability. The time and effort that goes into a successful portfolio process is richly rewarding with regard to the benefits that accrue to not only the employee being reviewed, but also all who assist the employee in completing this highly appreciative appraisal.
Concluding Comments
Regardless of the performance appraisal method being used, the results of this appraisal should be treated with sensitivity and appreciation. A performance appraisal provides only a rough assessment of the complex tasks that an employee performs and the subtle effects this employee has on her organization. Performance appraisals should never serve as the exclusive basis for personnel decisions about retention, promotion or salary. At best, a performance assessment can indicate whether job performance is above or below standard,i but it can rarely provide information to show why or even if an employee’s performance is exceptional. Neither can a performance appraisal help an inadequate employee determine why she is not successful. A performance appraisal may help identify success or failure, but it usually provides no explanations.
Performance appraisal and employee development should go hand in hand. Unfortunately, the appraisal system may be so controversial that the department responsible for developmental activities wants to stay clear of it. There may be a perception that any association with performance appraisal will taint the training and development department and either shatter its credibility or compromise its neutrality. Sometimes the negative feelings about performance appraisal are based on justifiable concerns about being evaluated. No one is excited about discovering shortcomings. More frequently, however, the negative attitude toward performance appraisal is based on an equally justifiable reaction against a deficit-oriented, inadequate or inconsistent system.
