There are many ways to judge an employee's performance on the job ranging from objective performance data to global rating scales to more detailed rating scales that represent each of the important aspects of the job. No matter the method used, however, it is vital that the rating scales be anchored to objective, well-defined criteria of job success. This will help ensure that the performance appraisal system is not only accurate, but fair. From an employee's perspective, knowing where one wants to go may mean wanting to do the things on the job that will help ensure a pay raise or promotion.
No matter the method used, however, it is vital that the rating scales be anchored to objective, well-defined criteria of job success. This will help ensure that the performance appraisal system is not only accurate, but fair. However, neither the employee nor the organization can meet these goals unless they know how they are currently performing and can determine what changes must be made in order to improve overall performance.
For the individual, this information usually comes in the form of feedback from a performance appraisal or review. Performance appraisal can also provide the organization with some of the information that it needs in order to make strategic decisions to help it succeed in the marketplace.
Organizations use the data collected in performance appraisal systems for several purposes. Perhaps the most well known of these is to establish standards and an evaluation system that can be used to form the basis of judgments as to whether to reward employees for good performance or punish them for poor performance.
For example, management might set an individual productivity target of manufacturing widgets per day. Those who meet this standard might be given a pay raise or bonus and those who do not might not receive a monetary reward or may be put on probation.
Performance appraisal data are also used to provide the criterion information that is used to select new candidates for the job.
For example, the Term papers on performance appraisal of a job analysis might tell management what tasks a production worker needs to perform on the job. This information is used in conjunction with performance appraisal data that provide information regarding the standards to which employees must be able to perform these tasks in order to develop criteria to be used in hiring new employees for the job.
Another use for performance appraisal data is to provide objectives for organizational training programs. Finally, performance appraisal data can provide management with the data needed to provide feedback to employees and to better control their behavior on the job. In most cases, both the employees and management would like to see improved performance on the job.
Such things can help them better meet their needs on the job or in other areas of their lives e. Similarly, management would like to see improved performance because it helps to improve the effectiveness and efficiency of the organization, improves the return on investment for hiring and training, and helps the organization reach its strategic goals and become a high performing organization.
Job Analyses Before an objective performance appraisal system can be developed, one must first perform a job analysis to determine what tasks are actually performed on the job, the standards to which these tasks need to be performed, and the knowledge, skills, abilities, and other characteristics necessary in order to adequately perform these tasks.
Job analysis is the systematic, empirical process of determining the exact nature of a job, including: The tasks and duties to be done; The knowledge, skills and abilities necessary to adequately perform these; and The criteria that distinguish between acceptable and unacceptable performance.
The results of a job analysis are typically used in writing job descriptions and setting standards for use in performance appraisals. Performance appraisals need to be based on the tasks that are actually required to be performed on the job rather than on some general impression of the performance of the employee.
These tasks and the standards to which they must be performed are usually based on a solid job description based on an objective, thorough job analysis.
Good job descriptions and the performance appraisals that are based on them are competency based, describing the job in terms of measurable, observable, behavioral competencies that the employee must demonstrate in order to perform the job well. For example, rather than saying that a salesperson needs to have good customer rapport, the employee would be required to do such things as greet the customer within 30 seconds of entering the store, immediately drop any tasks not directly related to helping customers in the store if a customer needs help, or any other requirement found to be important to good work performance as determined by the job analysis.
The performance standards developed as a product of a thorough job analysis are then used not only to frame the performance appraisal criteria, but also to communicate to employees what kind of behavior will be rewarded or not rewarded by the organization.
Further Insights Methods of Data Collection There are many sources of data that can be used in developing a performance appraisal system. For example, for production workers, one might use a combination of quantitative data such as the average number of widgets produced per hour, the amount of waste material produced as a byproduct of manufacturing that number of widgets, and the number of widgets produced that are within specification.
Although sometimes personnel data can be useful adjuncts when judging performance, they are typically not a substitute for more directly related data concerning performance.
Of course, not every job can be neatly reduced to quantifiable data. Although one can judge the performance of manufacturing workers, for example, based on the number of widgets they produce per hour, such objective data are not available for every position. In the 21st century, an increasing number of employees are knowledge workers and deal in the realm of information and expertise rather than in the realm of tangible products.
For example, although it is possible to collect data on the number of calls a technical support employee takes on a help line, this datum does not provide information on how difficult the problem was, how well it was solved, or how polite the employee was to the customer.
As most of us who use technical support lines know, these are important pieces of information and are not captured in the easily collectible "number of calls per hour" statistic. An example of this kind of data collection instrument is the "short survey" that often pops up after an online interaction with a sales or support employee.
Rating Scales There are many approaches to designing a rating scale to be used in performance appraisal. In addition, such scales are very prone to various kinds of rating error see below.Term paper on performance appraisal.
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Performance Management There are many ways in which to rate an employee’s performances in an organization. Performance appraisals are being used more and more in organizations throughout the world.
Performance appraisals are periodic examinations of employee performance to . Compensation, Organizational Strategy and Performance Term Paper Outline Need an abstract Title: Performance Appraisal Methods Introduction: Companies and managers use a number of common appraisal methods to as-sess employee performance.
It is a developmental tool used for all round devolvement of the employee and the organization. The performance is measured against . Performance Appraisals Are Needed For A Company - The paper written helps to understand why Performance Appraisals are needed for a company, how they are . Research Paper On Performance Appraisal Pdf.
Click on any of the term papers to read a brief synopsis of the research paper. The essay synopsis includes the number of pages and sources cited in the paper. Purpose Performance Evaluation is a multi-purpose tool used to: Measure actual performance against expected performance Provide an opportunity for the employee and the supervisor to exchange ideas and feelings about job performance Identify employee training and development needs.