Conclusion
It is shown that performance management systems tend to have inherent biases contained within them due to the relative weightings as influenced by the perceptions of the performance-rating manager. Despite that, some approaches exist that focus on the weakening of the emphasis on the manager.
The first approach is to implement other raters besides the supervisor to weaken the relative weight of one individual in the evaluation process. The second approach is to use objective measurement criteria and to train the performance-rating manager. The third approach introduced is to untie merit pay and promotion decisions from performance appraisal systems.
None of these approaches can completely avoid the occurrence of biases. Yet if companies follow these approaches, they might overcome the impacts and they might minimise the risk of their occurrence.
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