In professional companies, process of Performance Appraisal (PA) is conducted in a very organised manner. To do this, they measure the performance scientifically. KRA sheets are provided at the beginning of the performance cycle and later performance is measured only against the KRAs. Annual salary increments are linked to the performance slabs. Employees are given salary increased based on the performance slabs. This type of process leaves no room of disgruntlement that you are experiencing now.
You may talk to management for the revision of the PA process. For further information, you may click here to go through my reply on the past post.
With this post, my friend, you have raised very fundamental issues of prevalent performance appraisal system and its linkage with salary raise.
It points out to the unconscious bias of regarding revenue earning functions/ individuals as being superior to support functions in terms of salary raises. This is age old belief which continues even today.
It is time to do some rethinking on the practice and principles in this regard. The principle of equity and fairness demand that employees rated and falling in the same rating scale ie Outstanding, Excellent, Good and Average should ideally be given same percentage of increase regardless of revenue earning or support roles.
On the other side , clubbing performance into such black and white boxes disregarding the grey shades of performance, ( individual differences), would demand designing system of near accurate performance rating and fair linkage of percentage of increments based on relative individual contribution.
This is easily said than done and I have yet to come across a system which embraces and knits all the principles in balanced, foolproof and practical manner. It is yet a challenge to many creative HR professionals, researchers and practitioners.
I will like to invite views from learned members and address the issues raised which are very dear to the hearts of employees in general and HR in particular.