The Value Of An Effective Performance Evaluation Process

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.

Performance assessments are ingrained in many businesses and used as a way to determine pay for performance. This evaluation format according to Daniel’s is because there is not a better option available and that they are often well defined ad thus should not be used. Furthermore, all sources agree that conducting a performance assessment has negative emotional associations with staff. During a performance assessment, staff often received good and bad news. When money is directly tied to this association, staff often skimming over the good news and listening only to the bad as it indicates their potential pay raise or not.

1. Performance improvement- This is an indicator that the client is cognitively understanding what is required of them and improving a skill that may be difficult for them to achieve. Moreover, this is the time that a practitioner or health professional can become more observant. Being observant in this stage is very important. The client may have strained the first-time rehabilitation or therapy was given. However, through observation the client may not strain or appear to be in pain as much as they appeared to be in the beginning. During performance improvement practice is very important for the client to adhere to. They may be asked to perform in a way that is uncomfortable. This may encourage the client to become lazy and practice bad habits.

Performance evaluations, when implemented properly, act as a tool for improving employee productivity, team performance and individual development. They can serve to raise self-esteem, increase motivation, strengthen relationships and foster ongoing communication and commitment (Simpson, 2001). I feel that these reviews play a critical role in the workplace and should remain a part of standard operating procedures, however many are beginning to disagree.

Performance reviews have often been considered a necessary evil of working in the corporate world. They provide a set of standards by which employees can be measured, for use in deciding who gets promoted, who gets the bonus, and who gets put on the dreaded performance improvement plan. Employee evaluations have been used for centuries, across all business sectors…but are they truly improving performance? In the article, The Push Against Performance Reviews, Vauhini Vara posits that performance reviews have outlived their usefulness.

At too many organizations, the performance appraisal has degenerated into a mere formality. Employers and employees are jointly complicit, dutifully sitting across from one another but simply going through the motions, ticking off goals and targets achieved over the past 12 months, those that weren’t, and a new set of goals and targets for the next 12 months. As performance management tools, these by-the-numbers appraisals don’t hold much value for most companies, and they do little to raise employee engagement, commitment or satisfaction levels. However, rather than simply abandoning performance appraisals altogether, as some have implied, a growing number of employers are turning around this state of affairs. They’re reinventing performance reviews and reaping substantial rewards.

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.

Performance Assessment plays an important role in human resource management processes. However, factual evidence shows that there is a high rate of assessment failures. One of reasons leading to this issue is the illogical design of performance assessment forms. This essay firstly outlines the performance management technique using in the Performance Appraisal Form Template issued by Businessballs (www.businessballs.com). This essay will then analyse its strengths and weaknesses related to assessment validity, reliability and felt-fairness. Finally, this essay will discuss some aspects where this instrument can be re-designed to improve its validity, reliability and felt-fairness.

In today’s business world, performance appraisals are still widely used, yet at the same time very criticized. One of the reasons appraisals are criticized is some feel that they are a waste of time and are not value added. Samuel Culbert, author of the book,“Get Rid of Performance Reviews” states, “This corporate sham is one of the most insidious, most damaging, and yet most ubiquitous of corporate activities” (Culbert). He goes on to say that, “Everybody does it, and almost everyone who’s evaluated hates it” (Culbert). He feels that appraisals are worthless and should never be a method used for giving employees feedback. After doing more

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

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.

“Performance appraisals can enhance employee performance as well as advance the mission and goals of an organization. There are many advantages of performance appraisals if they are applied fairly, consistently and objectively. Performance appraisals not applied fairly can be counterproductive and even destructive to

Performance Appraisals - Having the employee set objectives and participate in the process of evaluating how well they were

Research Methodology Used to Evaluate Employee Performance Appraisal Systems (n.d.) this is not a good source… try to find a published, peer review source that can provide you with authors and publication dates reports that work performance appraisal systems assess the employee 's effectiveness, work habits and also the quality of the work produced. The research methodology used to evaluate the accuracy and effectiveness of the appraisal instrument takes different forms and depends on the type of career professional under the microscope for evaluation, but the foundation for all evaluations rests on several basic research techniques. The evaluation methodology corroborates the original employee evaluations and performance appraisals through supporting multiple research reporting measures.