This situation generates many of the officials met at the last moment with evaluation tasks, maximising the biases and errors of central tendency, novelty, contrast or similarity. It is associated to salary increases or promotions one most mentioned and goals related to the performance appraisal system, it is the being apparent main input for the determination of compensation policies, promotion or salary increases. Indeed, although a good evaluation can be adjusted on a percentage grade for wage increases, the market forces and particularly the budget of the Organization are the variables that really make rocking the needle on this topic. Both unstable are outside both the domain of the evaluated evaluator. Likewise, this direct association between scores and the economic reward, subject to the evaluator to a sort of conditioning time to assess the performance of the appraisee.
For its part, who receives these estimates, you can naturally fall in an attempt to overstate their performances in favour of one greater compensation. However, in truth, the compensatory policy is prior and little margin usually remains for setting good or bad performance. And, although there is an important space for that setting, it is likely that assessment will be more a negotiating process or an intention of winning support from his subordinate or higher than a description, although subjective, of the performance. On the other hand, promotions are subject to the release of existing positions or the generation of new vacancies by the business. If there is no offer, nor there may be demand so that the system is in equilibrium. This reality, strongly affects the possibility that there are excessive assessments above the average.