2. Determine an overall employee performance score based on information found on the appraisal form and components of the job description. Answer:There are two parts of the overall employee performance score. One parts is the open-end sections and the other part is the quantitative information. They are using weights of 0. 7(quantitative) and 0. 3(open-end) to combine to the overall score. And in the quantitative section, they total score also will be calculated by the weight method. 3.
Select an appropriate time period to document performance as part of a performance review. Answer: Conduct semiannual reviews and complete the appraisal forms toward the end of the fiscal year. one review would be completed halfway through the fiscal year and the other one toward the end of the fiscal year. Adopting this approach leads to the completion of the appraisal form for all employees at about the same time, thereby facilitating cross-employee comparisons as well as the distribution of rewards.
Performance review Essay Example
An additional advantage of following the fiscal year cycle is that individual goal setting can be more easily tied to corporate goal setting because most companies align their goal cycle with their fiscal year. This helps employees synchronize their work and objectives with those of their unit and organization. 4. Determine how many formal meetings are needed between the subordinate and the supervisor to discuss performance issues. Provide your rationale. Answer: Performance management systems can include six formal meetings between the subordinate and the supervisor:
•System inauguration—The first meeting, system inauguration, includes a discussion of how the system works and the identification of the requirements and responsibilities resting primarily on the employee and on the supervisor. This discussion includes the role of self- appraisal and the dates when the employee and supervisor will meet formally to discuss performance issues. This meeting is particularly important for new employees, who should be introduced to the performance management system as soon as they become members of the organization.
•Self-appraisal—The second meeting, the self-appraisal, involves the employee’s assessment of herself. This meeting is informational in nature and, at this point, the supervisor does not pass judgment on how the employee regards her own performance. This meeting provides an opportunity for the employee to describe how she sees her own performance during the review period. It is helpful if the employee is given the same form to be filled out later by the supervisor so that she can provide self-ratings using the same dimensions that will be used by the supervisor.
•Classical performance review —The third meeting, the classical performance review meeting, during which employee performance is discussed, includes both the perspective of the supervisor and that of the employee. Most performance management systems include this type of meeting only. No other formal meetings to discuss performance are usually scheduled. This meeting is mainly past oriented and typically does not focus on what performance should look like in the future.
•Merit/salary review—The fourth meeting, the merit/salary review, discusses what, if any, compensation changes will result from the period’s performance. It is useful to separate the discussion of rewards from the discussion of performance so that the employee can focus on performance first and then on rewards. If these meetings are not separated, employees may not be very attentive during the discussion of performance and are likely to feel it is merely the price they must pay to move on to the part of the meeting that really matters: the discussion about rewards.
Although these meetings are separate, supervisors should explain clearly the link between the employee’s performance, discussed in detail in a previous meeting, and the rewards given. Rewards are not likely to carry their true weight if they are not linked directly to performance. •Development plan—The fifth meeting, the development plan, discusses the employee’s developmental needs and what steps will be taken so that performance will be improved during the following period.
This meeting also includes information about what types of resources will be provided to the employee to facilitate the development of any required new skills. •Objective setting—The sixth and final meeting, objective setting, includes setting goals, both behavioral and result oriented, regarding the following review period. At this point, the employee has received very clear feedback about her performance during the past review period, knows what rewards will be allocated (if any), understands developmental needs and goals, and knows about resources available to help in the process of acquiring any required skills.
5. Give two advantages and disadvantages of using supervisors, peers, subordinates, self, and customers as sources of performance information. Then determine who will provide performance input for the job you are working with. Answer: Supervisors An advantage of using supervisors as a source of performance information is that they are usually in the best position to evaluate performance in relation to strategic organizational goals. Also, supervisors are often those making decisions about rewards associated with performance evaluation.
Supervisors are able to differentiate among various performance dimensions (e. g. , adaptability, coaching, and development) regardless of the level of experience of the employee being rated. Peers Change management is extremely important to the successful implementation of this consolidation. The company is therefore revising how it assesses the competency “teamwork” at the senior and middle management levels, with the belief that successful teamwork is crucial to change management initiatives.
One-third of the score for this competency is determined by ratings provided by peers. Subordinates Subordinates are in a good position to evaluate leadership competencies, including delegation, organization, and communication. Subordinates may be asked to rate their manager’s ability to (1) remove barriers that employees face, (2) shield employees from politics, and (3) raise employees’ competence. With this type of system, subordinates may hesitate to provide upward feedback if put on the spot. Self
Self-appraisals are an important component of any performance management system. When employees are given the opportunity to participate in the performance management process, their acceptance of the resulting decision is likely to increase, and their defensiveness during the appraisal interview is likely to decrease. An additional advantage associated with self-appraisals is that the employee is in a good position to keep track of activities during the review period, whereas a supervisor may have to keep track of the performance of several employees. Customers
Performance information provided by customers is particularly useful for jobs that require a high degree of interaction with the public or with particular job-related individuals (e. g. , purchasing managers, suppliers, sales representatives). Performance information can be collected from internal customers. Although the clients served may not have full knowledge of the organization’s strategic direction, they can provide useful information. In this training specialist review form I think the supervisors, peers and self will provide performance input for the job.
6. Using your appraisal form, describe briefly the psychological mechanisms leading to the inflation and deflation of performance ratings. Answer: There are motivational barriers that prevent raters from providing accurate performance information. Raters may be motivated to distort performance information and provide inflated or deflated ratings. In fact, supervisors may not even be trying to measure performance accurately and may attempt to use performance ratings for other goals. For example, a supervisor may be motivated to provide inflated ratings to