INDEX1 INTRODUCTION2 CONCLUSION3 REFERENCECASE STUDY 7.1: THE POLICY OF PERFORMANCE APPRAISALINTRODUCTION1) Based on your view of the objectives of performance appraisal, evaluate the perspectives on performance appraisal presented by managers. Perspectives through The performance evaluation presented by the manager in relation to the case study response is to motivate and reward their performance so that it improves. Additionally, use a review process to do what is best for people and departments. Furthermore, we must know the purpose of performance evaluation whose purpose is to provide information on job performance (Ella W. Van,2005). A few things form the basis for compensation, including raises, promotions, transfers, layoffs, and so on. Next, identify high-potential employees. The effectiveness of the employee selection process relies on accuracy. Also, evaluate training programs first. Stimulate performance improvement. Development methods to overcome obstacles and performance barriers. Identify training and development opportunities. Ultimately, the purpose of the evaluation is to create agreement between supervisor and employee on performance expectations. The overall purpose of performance appraisal which will be carried out differently in different cultures, such as those related to the frequency of any appraisals conducted, who conducted them, and various other components. Performance evaluations serve several main purposes, some include providing a basis for rewards and to evaluate previous training programs. (Ivancevich, Konopaske, Matteson) I believe that managers have presented the flaws in the evaluation system. One of the flaws is that… half of the card… sense of completion, fulfillment, autonomy and personal growth. An effective reward system would encourage top performers to stay in the organization while forcing underperformers to leave. To achieve this, the system must be perceived as fair. Furthermore, the reward system should minimize the incidence of absenteeism. In general, absenteeism will be lower if an employee believes that attendance will lead to higher-value rewards and fewer negative consequences.REFERENCE1. David D. Van Fleet, Tim O. Peterson, and Ella W. Van Fleet, “Closing the Performance Feedback Gap with Expert Systems,” Academy of Management Executive 19, no. 3 (2005), pp. 38-53;2. John M. Ivancevich, Robert Konopaske, and Michael T. Matteson, “Evaluation, Feedback, and Rewards,” Organizational Behavior and Management 9th ed, (2009), pp.. 179-214;