Implementing a Performance Evaluation System

Performance appraisal is a method which is increasingly used to evaluate employees to determine the degree to which they are performing effectively and encourage them to direct their energies towards organizational performance. Although the appraisal is being practiced, there are criticisms made against the system which generally arise from within the Orthodox and radical management frame work.

Although performance cannot be judge alone with 360-degree assessment, it provides a commentary aspect that will assist an organization in Leadership Development and Succession Planning. Including the 360-degree appraisal in the performance management process will provide a broader perspective about an employee’s performance and detail to annual appraisal. In addition, the technique facilitates greater self-development for an employee. Moreover, it enables an employee to compare his or her self- evaluation about performance with the perceptions of others.

Development of a performance appraisal system that is effective in a human service organization is of benefit for the organization and the employees. For a performance appraisal system to be effective, the system has to be strategic, designed to fit the specific needs of the organization, non-discriminatory, non-bias, with correct implementation and administration. Many different components, must to be incorporated to make this type of system beneficial for all who use it, and all who are evaluated by the system.

An effective performance appraisal system strives for as much precision in defining and measuring performance dimensions as is feasible. Some of the major problems with the Darby appraisal system are:

Performance evaluations are important parts of all employees and managers tools to ensure positive actions are rewarded while negative actions can be evaluated and fixed to decrease problems in the future. Performance evaluations benefit supervisors and employees by identifying how to bring out the employees best attributes for the company (Hamlett, nd.). Evaluations provide a look at how a worker is doing compared to earlier reviews of their skill, knowledge, initiative and participation in the company’s vision (Hamlett, nd.). Introducing performance review evaluations is important to most organization for the success of their organization and the advancement of its employees. Performance evaluations provide a way for managers and supervisors to manage the performance of an organization and the people who make of the human resources of the organization (McCarroll, nd.). When implementing a new system it is important to understand the process must be realistic, challenging, yet attainable for performance expectations and standards to be successful for employees and the organization (McCarroll, nd.). Balanced scorecards are utilized in performance evaluations to essentially provide a way for organizations to align their strategic plans with day to day operations (Balanced Scorecard Institute, 2015). Balanced scorecards look at traditional financial measures, which are past events and long-term investments like

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

Employee rating systems have become synonymous with being unfair, bias and a way to show favoritism (Rowland & Hall, 2012). Employees may perceive high markings on co-workers performance ratings or low markings on their own as the supervisor enhancing potential for personal friendships or even nepotism in the workplace. Appraisals have also been used to document inappropriate

An effective method of performance evaluation is the 360-degree performance appraisal. This method utilizes supervisor(s), subordinates, peers, and occasionally customer feedback to provide the employee a clear picture how their actions affect others in the workplace (Dalton, 1996). Areas on a performance evaluation that utilize the 360-degree performance appraisal elements are; cooperation and teamwork, initiative and judgment, dependability, and customer service. These elements of the evaluation work together and meet the goal of a performance appraisal to motivate and improve the skills of the employee.

The performance appraisal report must be done genuinely and should not be based on biased. Performance of the employees should be evaluated taking all the aspects into consideration and should not be restricted to only one criteria. Performance appraisal is not a one-time affair, for better result the organization should do the appraisals in frequent intervals. Rating employees based on personal preferences, likes, dislikes, must be avoided so that employees gain confidence on the system of appraisal and are motivated to work hard and provide

Data relating to performance assessment of employees are recorded and stored for several purposes. The main objectives are

Performance appraisals are needed in the healthcare facility to ensure that the staff members can perform according to the organization’s standards. Performance appraisals help managers prepare their staff to walk in excellence. The performance appraisal process is one that few look forward to. However, understanding the process can help managers and employees conduct a more fruitful appraisal. At the University of Texas at Dallas, managers are taught that "A chief purpose of any performance appraisal program is employee development. This goal is accomplished by helping the employee to do a better job and by developing in the employee the knowledge and skill to meet the future needs of the work unit and the institution." (Mayhew, 2014)

From this feedback, the worker is able to set goals for self-development which will advance their career and benefit the organization” (Tornow, 1998). This tells us that a successful 360-degree feedback system will take the opinions of several people in all parts of an employee’s job, and create an overall review of the worker. This gives the employee a chance to identify his/her own weaknesses and strengths, as well as seeing others’ opinions on those weaknesses and strengths. Most companies who implement a 360-degree feedback system will use it to rate not only employees, but also supervisors and managers, as it is effective at getting honest opinions of top level management from employees and customers. Once it is decided that a 360-degree feedback system will be implemented, it is important to ensure that everyone in the company understands the goals of the system. A good 360-degree feedback system will go through preparation planning before implementation. “The Preparation Stage of the implementation process determines how the 360° program links to the overall goals and organizational strategy and the overall performance management, succession planning, and career development process. This stage also addresses whether the program will be used for evaluative and/or developmental purposes” (Vukotich, 2010). One

According to Fisher (2009), the most commonly used type of method in appraising the performance of employees in the form of trait-based assessment is the graphic rating scales. This is done through by giving ratings according to the degree in which an employee has achieved and the criteria for assessment are evaluated through various characteristics related to job performance, such as the employee’s job knowledge and punctuality. For example of the approach format would be the rating is often scored from a degree of 1 to 5, with 5 representing excellent performance and 1 representing poor performance. Thus, the manager rates each employee on the listed areas according to a numerical score. Some appraisal forms include space for comments, so that the manager can provide reasons for his or her ratings.

The workforce today is known to have lots of issues regarding the customer satisfaction, competitive advantage, the fight for power, technological advancements, and effective service in order to attain success. Performance appraisal is one of the most crucial and central human resource practices in organizations due to its critical linkage with selection, compensation, training and other employment practices (Elsevier, 2008). Performance appraisal is a Human resource practice which concentrates on the interactions between the supervisors and the subordinates. Performance appraisal is an important tool in order to improve the business performance and also to develop an organizational culture that foster competitive advantage, flexibility and innovation. As the definition explains, Performance appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development (MSG, 2013).Through the method of performance appraisal, the employee or the individual develops himself intellectually and he understands where he went wrong to correct it. The individual is being assessed based on the work he has done and his ability so that he could effectively attain the pre-established criteria and organizational objectives. This method is really important in adding value to the organizational goals and the company’s objectives. It is said to be a key factor of encouragement to the employees and it highly

Traditional approach to performance appraisal or manager to subordinate performance measurement systems are becoming obsolete and out of place from the organizational culture, it is much of a parent-child or authoritarian approach in which the power of decision is solely held by the higher authority (Meyer H, 1991). Traditional approach mainly focuses on measuring the individual’s performance, and the efforts are centred for improving the individual differences rather then the collective or organizational problems as a whole, it highlights the employee faults and errors rather then that of the system and this also discourages employee to seek help from their co-workers and to accept the challenges which can reveal the areas of their weak performance (Schaubroeck & Lam, 1999). In this particular approach individual performances are linked with subsequent rewards so it is important for the supervisors to quantitatively measure the individual performances, and due to this reason the less quantitative performance outcomes like quality improvements are often neglected (Schaubroeck & Lam, 1999). Due to the linkage of the rewards with the performance