performance appraisals

Examples of performance appraisals in the following topics:

• Performance appraisal

  • This broad definition, however, can allow for appraisals to be ineffective, even detrimental, to employee performance.
  • One significant problem in creating an appraisal process is that no single performance appraisal method will be perfect for every organization (Kulik, 2004).
  • 2+2: A relative newcomer in performance appraisal methodology, the 2+2 feedback system demonstrates how appraisals can be used primarily for improvement purposes.
  • Any individual administering performance appraisals must realize the two-way conversation that is occurring.
  • Often being seen as a strictly hierarchical feedback tool, performance appraisals can be less "scary" if employees have the opportunity to appraise their managers as well as their peers.

• Performing the appraisal

  • Performing an appraisal on employees can be nerve racking for both parties if the situation is not handled correctly, and is thus seen as one of the most difficult tasks managers face.
  • Many assume that performance appraisals are meant to identify weaknesses to be worked on, and exposing these weaknesses can be painful for employees.
  • Yearly performance reviews are becoming increasingly rare as companies begin to see the benefits of frequent appraisal.
  • Any individual administering performance appraisals must realize the two-way conversation that is occurring.
  • Often being seen as a strictly hierarchical feedback tool, performance appraisals can be less "scary" if employees have the opportunity to appraise their managers as well as their peers.

• Purpose of appraisals and creating an appropriate appraisal process

  • Historically, performance appraisals have been used by companies for a variety of different purposes, including salary recommendations, promotion and layoff decisions, and training recommendations (Kulik, 2004).
  • This broad definition, however, can allow for appraisals to be ineffective, even detrimental, to employee performance.
  • "Second only to firing an employee, managers cite performance appraisal as the task they dislike the most", and employees generally have a similar disposition (Heathfield, Performance Appraisals Don't Work).
  • One key item that is often forgotten during the appraisal process (by managers and employees alike) is that the appraisal is for improvement, not blame or harsh criticism (Bacal, 1999).
  • One significant problem in creating an appraisal process is that no single performance appraisal method will be perfect for every organization (Kulik, 2004).

• Performance Assessment

  • A performance appraisal is done to assess an employee's job performance and productivity on certain preestablished criteria and objectives.
  • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity, in relation to certain preestablished criteria and organizational objectives.
  • PA is often included in performance management systems.
  • How performance is managed in an organization determines to a large extent its success or failure.
  • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity in relation to certain preestablished criteria and organizational objectives.

• Measuring Sales Force Performance

  • This can be done through conducting performance appraisals and offering feedback.
  • Performing an appraisal can be nerve racking for both parties if the situation is not handled correctly.
  • Many assume that performance appraisals are meant to identify weaknesses to be worked on, and exposing these weaknesses can be painful for employees.
  • Yearly performance reviews are becoming increasingly rare as companies begin to see the benefits of frequent appraisal.
  • While these forms are useful in documenting and appraising a person's performance, feedback should not be dictated by the type of form an organization uses.

• Appraisal methods

  • Numerous methods exist for gauging an employee's performance, and each provides strengths and weaknesses for given environments.
  • 2+2: A relative newcomer in performance appraisal methodology, the 2+2 feedback system demonstrates how appraisals can be used primarily for improvement purposes.
  • If the goal of the performance appraisal is employee improvement, this system can provide significant benefits; however, if the goals are more akin to compensation changes and rankings, the system provides little benefit.
  • Appraisal methodologies depend greatly on the type of work being done; an assembly worker will require a considerably different appraisal system than a business consultant.
  • Significant planning will be required to develop appropriate methods for each business unit in an organization in order to obtain maximum performance towards the appraisal goals.

• Evaluating Performance: Who, What, and How

  • Performance appraisal is the organized process of evaluating the job performance of employees according to organizational standards.
  • Performance appraisal or performance evaluation refers to the ongoing, organized process of evaluating the job performance of individual employees according to set standards of the organization.
  • This performance appraisal (PA) usually happens yearly and gives the opportunity for both employer and employee to assess the relationship and provide feedback.
  • Objective performance refers to hard data such as sales statistics and concrete performance monitoring.
  • Apply the three basic ways to collect performance data to procure the benefits of performance appraisals

• Delivering Constructive Feedback

  • Constructive feedback, both positive and negative, can help individuals learn and improve their performance.
  • Critical assessments are essential to learning and performance improvement.
  • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity in relation to certain established criteria and organizational objectives.
  • While performance appraisals are documented in writing, usually a manager will meet to provide and discuss feedback with an employee.
  • The 360-degree assessment may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or with a traditional performance appraisal, in which employees are most often reviewed only by their managers.

• Evaluating Employee Performance

  • Performance evaluation is the process of assessing an employee's job performance and productivity over a specified period of time.
  • Performance evaluation, or performance appraisal (PA), is the process of assessing an employee's job performance and productivity.
  • Performance appraisal is situated at both the individual employee level and the organizational level because human resources (HR) conducts evaluations of individuals in light of organizational goals with the object of improving achievement of these goals.
  • Still, this data reflects performance to some extent.
  • Peer assessments: members of a group evaluate and appraise the performance of their fellow group members.

• Quality costs

  • The four major types of quality costs are prevention, appraisal, internal failure, and external failure.
  • In addition, quality audits, sampling, and statistical process control also fall under the umbrella of appraisal costs.
  • Quality audits and sampling are also important appraisal costs.
  • Statistical process control (SPC) is the final type of appraisal cost.
  • SPC tracks on-going processes in manufacturing or service environments to make sure that they are producing the desired performance.