Annual Performance Evaluation

Performance Evaluations are a headache to many managers in the employment community. They can make it difficult to have a great workplace connection. In addition, they make it hard to accomplish goal performances. The performance evaluation system is a dislike process by em-ployees and their supervisors. According to Chan & Yung (2002), “The performance evaluation is quite subjective since it relies on the individual judgements of supervisors who have different per-ceptions of the process performance” (p. 237).

Thank you for writing to us about this critical situation; this is indeed very unprecedented. Once signed, copies of all evaluations should have been turned to us. The HR department will look through our records for a copy of your performance evaluation (please allow us 3-5 days for this). We will be checking for whether the form submitted to us is in fact the evaluation that was altered by your supervisor. If it is indeed the altered evaluation that has been submitted, we will contact both you and your supervisor for further instructions regarding this situation.

Performance Evaluation Session is from July 1 to September 15. All evaluations must be turned in to the Human Resources Office no later than September 15 of each fiscal year. If the deadline falls on a Holiday, weekend or business Closure day, all forms are due the workday before. To have the Performance Evaluations completed in a timely manner, Jadanco H.A. Human

Response: The current evaluation process is performed twice a year and is recorded and measured by the CEO/Executive Director of the organization. Since the organization is relatively small the Executive Director sets up performance measures with all employees and meets quarterly to ensure goals and objectives are pursued and completed. The actually performance evaluation is done twice a year in July and December.

Based on your 2015 Annual Performance Report, there are 4 categories in which your performance is ranked “Improvement Needed.” Additionally, your overall rating is listed as “Improvement Needed.” On Tuesday September 1, 2015 during a meeting reviewing your performance report, you mentioned that you would like to know what you could do to improve your performance report ratings. In an effort to challenge you and correct the glaring issues noted in your performance report, I have developed a list of tasks that I would like you to perform based upon time limits. Seeing that you perform the tasks below accurately will allow us to access your performance with respect to the performance of your colleagues. I expect all IT staff to know

Walking into my evaluation I felt I wasn’t organized. For one it was two months late, and then it given by a manager that I didn’t work for anymore. I transferred departments 8 months prior to that. My evaluation should not have been given by that manager. But because I was technically under that department in the system they thought it was ok for her to give me that evaluation. I didn’t agree, and didn’t sign the evaluation. I didn’t have a bad evaluation, but I do think it could have been better. She also had a very nasty attitude and rude remarks. I worked in a department with no direct supervision. No one took the position or what was being done seriously. Getting managers and other employees to do their part was nonexistent.

“Performance appraisal is the process through which employee performance is assessed, feedback is provided to the employee, and corrective action plans are designed.” (Youssef, 2012). Performance appraisals can be very effective, by doing them carefully it will improve employee performance. Consistency with the evaluations is an important part of the process. During the evaluation express positive and negative accomplishments from the employee by using examples. Use goals, job related data that support ratings and focus on outcomes the employee can control and work towards. List specific areas the employee can improve on. Also it is important to compliment and show your appreciation to the employee.

Analyzing: Providing annual evaluations assists with addressing areas needing improvement and acknowledging areas exceeding expectations. Most people want to do well, so if they are provided the guidance then performance levels will increase.

In this paper, I will discuss how to develop and how to recommend and implement an effective performance evaluation process. To begin, I will define what should be evaluated in a performance evaluation. I will than discuss and compare the relative value of common sets of evaluation criteria. Next, I will explain how it can be advantageous to have supervisors, peers and subordinates all participate in the evaluation process. Also, I will explain how it can also be disadvantageous to have supervisors; peers and subordinates to all participate in the evaluation process. Then I will compare and contrast common performance evaluation methods. I will also give examples of errors and biases that commonly

In a previous retail job, job performance evaluations were conducted about every 6 months. These evaluations were based on customer service, interaction with oworkers, if rules were being followed. I believe my first evaluation at Forever 21, were both contaminated and deficient. I was being evaluated on a busy weekend afternoon, and wasn’t warned or even notified. After receiving my results, I remember glancing through it, then throwing it away because I felt like it invalid. I believe that my manager didn’t take her time to evaluate me, and gave me a score based on our personal relationship rather than my job performance. The reason I believe the results were contaminated, was because she took factors other than my job performance into

The annual performance review process has been a festering thorn in managers sides for years. Most managers have gone out of their way to avoid them. On many occasions, both managers and subordinates have felt that performance evaluations were nothing but a huge waste of time. According to Little, the biggest problem with the performance evaluation process is that managers haven not been properly trained to conduct annual reviews (2013). Performance levels and feedback should be constantly documented and briefed to employees throughout the year. This will help reduce unwanted stress and prevent subordinates from being surprised by an unexpected rating at the end the reporting period. The purpose of this paper is to explain some of the reasons why managers despise performance evaluations. It will also address some of the pitfalls of poor preparation during the evaluation process. Finally, ways to improve the performance evaluation process will be discussed so that everyone benefits in the end. Now that you know the topic of discussion for today, let us take a look at some of the reasons why managers dislike performance evaluation process.

All the companies in the class started together in year 2015 with equal financials and market share as shown above.

1. I do not agree with the statement that "If you have regular conversations with people, and they know where they stand, then the performance evaluation may be unnecessary." This statement could not be more absurd. The premise of the statement is that performance evaluation relates to the people performing the tasks, that the people can be trusted at their word ("Oh yeah, I'm doing well, boss.") and that performance evaluation has no other role than to determine employee rewards systems.

Periodic performance assessments provide specific metrics that pertain to the job roles and responsibilities for each employee. By allowing the performance assessment process to be a joint effort between an employee and its organization will allow employees to be accountable for their standards of performance within the organization. The key to achieving the most success from a performance assessment is to insure that it is inclusive, as well as comprehensive. A periodic performance assessment needs to cover daily duties, potential changes in responsibility and any foreshadowing milestones that may occur between the current assessment and the next performance assessment. Ideally each performance assessment will build on goals and achievements. As well as inherently build an employee performance portfolio for the life of the employees while working in the organization.

It’s that time of year where employees gather eagerly to receive their annual performance reviews! Oh wait, that doesn’t happen for you either? The thing about annual performance reviews is that no one enjoys or appreciates them. This is because a performance review conducted annually encompasses a year’s worth of work for a manager to judge, while neatly explaining their assessments within a few bullet points.