Performance Evaluation Tools and Their Effective Implementation

As I review the chapters, and think about the process that would be best to measure employee talent, I believe that my favorite would be the 360 performance management process. So I will employ this one to measure employee talent for this assignment. It is known for providing critical on-going feedback to maximize performance in organizations. The on-going feedback helps everyone maximize their performance and in-turn maximizes the organizations performance. It allows for quick corrective action when things start to go off the rails, so managers and employees can address any issues while they are still small. While ideally managers and

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).

Balanced scorecard is a methodological tool that businesses use to get a measure by which someone can determine whether the set goals have been met or exceeded. It adds non-financial metrics to traditional financial metrics to give a well-rounded view of the performance in an organization. Balanced scorecards also help organizations to predict their success in meeting their overall strategic goals.

One stage in the management of performance system is when managers evaluate employees’ performances and provide them with feedbacks. One of the purposes of this stage is to identify employees’ strengths and weaknesses. As a result, managers should be able to identify performance and training gaps.

A balanced scorecard is a performance measurement system, which takes into account the customers, internal business processes, learning and growth, as well as financial

Evaluating performance. The performance of candidates selected should be evaluated after six-months of consecutive service. The evaluation should be weighed against the specific goals and objectives designated in the position’s description. (Rhodes, 2013) Any accomplishments or achievements should be clearly identified and measured with their overall

The balanced scorecard is used in business to make sure the business is meeting the metrics that are previously established. According to Edwards (2011), “[by] focusing on both financial and non-financial performance targets and outcomes, the balanced

The balanced scorecard is a strategic planning and management system that was developed by Dr. Robert S. Kaplan and Dr. David P. Norton in the early 1990's. Their goal was to provide organizations with a clear understanding of what to measure in order to improve performance and results (Balanced Scorecard Institute 2014). The balanced scorecard is a framework that allows an organization to measure performance and compare it to the organization’s strategic objectives and goals (Kinney and Raiborn 2013, 10).

When I was told to watch a performance to write about, I had no idea where to go with watching something. I was stuck. But then I was thinking about it and thought, wait, what if I watch a performance art piece. It literally has performance in the name. This will work perfectly. I looked up some performance art beforehand, and to be honest, I wasn’t impressed with it and thought it was rather peculiar and a little inappropriate. With dabbling upon what I had looked up, I came across Marina Abramović. She caught my eye because of her way of talking. It is so unique and captivating that I couldn’t choose anyone else to watch and write about. If only there was a way to write this paper with the accent Marina has.

The employees in my organization are classified as independent contractors. For this reason, this Performance Evaluation tool would be of immense value also an efficient tool to use in my organization. In addition, this performance mechanism can be adapted as the standard assessment tool of the company. Assessing communication skills, leadership skills and work knowledge is vital as strong performance in these areas enhances the home buying experience for our customers and will make our organization stands out from our

This paper is a review of Chapters 10, 11 and 12 in McDavid, Huse, and Hawthorn (2012) second edition, Program Evaluation and Performance Measurement: An Introduction to Practice. Chapter 10 reviews performance measurements systems and how they are used, their effect and accountability. Evaluators and program managers and their connection is reviewed in Chapter 11. Additionally, how this connection is affected by the evaluation purpose and organizational contexts. Chapter 12 deals with the methodology of a good evaluation and points out that there has not been an agreed upon method of choice. This paper contains (1) an overview of the chapters, (2) summarize the key points, (3) summary of the reading, and (4) underscore some implications/applications for policy and practice at a local, state or national context.

In the future it could be recommended that the committees should define specific rating parameters for evaluating the performance of individuals. The selected evaluation criteria must not be dominated by other organization members because it creates injustice to the deserving candidates. There should be a separate performance system for different groups of employees in the organization on the basis of seniority and experience 9advanced). The decisions made by committee must not be influenced by others if it not based solely on the parameters in which the nominees will be scored against each other. This will help in building trust and motivation among employees on the committee and will increase dedication to the organization. The advanced performance

Throughout history, PMS clearly have a considerable contribution to evaluate the success of organisations. According to Neely et al. (2002), performance measurement is "the process of quantifying the efficiency and effectiveness of past actions". Moullin (2003) indicates that "PM is evaluating how well organisations are managed and the value they deliver for customers and other stakeholders". The modern accounting framework can be traced back to the Middle Ages and since that time appraisal of performance has primarily been ground on financial criteria (Bruns, 1998).

“Performance appraisal encroaches upon ‘one of the most emotionally charged activities in business life – the assessment of a man’s contribution and ability” (Narcisse & Harcourt, 2008, p. 1152; Thompson & Dalton, 1970, p. 150). The performance management process is a tool organizations use to align the mission and strategic goals with the employee’s expectations. Furthermore, the process can groom employees to perform at their optimum potential (Schanie & Kemper, 2008). There are six primary components of the performance management process that intertwine with each other; without one the system is not whole.

Performance management has grown in importance within the Strategic Human Resource Management (SHRM) field due to an increase in the expected level of employee accountability. Performance levels effect compensation, goal setting, training and development, succession, administrative action and appraisal, therefore a successful review plan is essential for a smoothly functioning organization (Maylett, 2009, p. 52). Performance review allows for strategic decision-making regarding employee advancement, retention, and separation, while providing insight into career planning (Pynes, 2013, p. 304). Performance review and feedback also allow the agency to gauge the effectiveness of the human resource management department’s actions and how they are working to execute the mission of the organization.