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Goals of the Performance Appraisal System For supervisors, the process of performance management is one of the most important

leadership responsibilities. The performance appraisal system has three primary goals: 1. To provide a formal means of constructive, open and honest communication between the employee and his\her supervisor. 2. To enhance employee development through performance feedback and through the identification of future professional development activities. . To measure and document !ob performance as a basis for making promotion, compensation and other personnel management decisions.

Who Should Conduct the Appraisal The individual "supervisor# who has the authority to make hiring recommendations and to assign work to the employee should be the person responsible for completing the appraisal. $upervisors who do not directly observe or otherwise measure the outcomes of a given employee%s !ob performance should seek input from individuals who do directly observe the employee "e.g., a crew leader, group leader, area coordinator, other workers#. This may be the case, especially in larger departments\units. &t is the responsibility of department\unit heads and supervisors to prepare written performance appraisals and to conduct timely appraisal meetings. &f a given supervisor should delay or neglect to conduct an appraisal, the affected employee is encouraged to initiate such or may contact the 'epartment of (uman )esources for assistance.

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Approaches to Performance Appraisals There have been two prevalent approaches to performance appraisal. The first approach has been the traditional approach. This approach has also been known as the organi+ational or overall approach. The traditional approach has been primarily concerned with the overall organi+ation and has been involved with past performance. The second approach to performance appraisal has been the developmental approach. This approach viewed the employees as individuals and has been forward looking through the use of goal setting. Purposes of Traditional Performance Appraisals ,erformance appraisal for evaluation using the traditional approach has served the following purposes: ,romotion, separation, and transfer decisions. Feedback to the employee regarding how the organi+ation viewed the employee%s performance. -valuations of relative contributions made by individuals and entire departments in achieving higher level organi+ation goals. )eward decisions, including merit increases, promotions, and other rewards. .scertaining and diagnosing training and development decisions. /riteria for evaluating the success of training and development decisions. &nformation upon which work scheduling plans, budgeting, and human resources planning can be used.

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Purpose of Development Performance Appraisal The developmental approach to performance appraisal has been related to employees as individuals. This approach has been concerned with the use of performance appraisal as a contributor to employee motivation, development and human resources planning. The following additional purposes are: ,rovided employees the opportunity to formally indicate the direction and level of employee%s ambition. $how organi+ational interest in employee development. ,rovide satisfaction and encouragement to the employee who has been trying to perform well. Expectations of a Manager in doing a Performance Appraisal The following is typically e1pected from company managers when doing performance appraisal: Translate organi+ational goals into individual !ob ob!ective. /ommunicate management%s e1pectations regarding employee performance. ,rovide feedback to the employee about !ob performance in light of management%s ob!ectives. /oach the employee on how to achieve !ob ob!ectives2re3uirements. 'iagnose the employee%s strengths and weaknesses. 'etermine what kind of development activities might help the employee better utili+e his or her skills improve performance on the current !ob.

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nstructions for using performance appraisals system 1. S!PE"# S$" "ESP$%S & ' T() -ach 'epartment will conduct employee evaluations for all employees in the 'epartment during the same month. (uman )esources will notify 'epartment (eads 5 days prior to when evaluations are due. -ach supervisor completing the performance evaluation should review the following instructions, the rating criteria definitions, and familiari+e him or herself with the procedure prior to completing the evaluations. 6pon completion of the evaluation form by the supervisor "rater# and the reviewer "one level above the rater#, then the rater will meet with the employee to review the ratings, discuss each rating and submit the completed form for signatures. $upervisors should provide written comments on the evaluation form for each performance criteria and list specific e1amples. 2. *$"MS) There t+o performance evaluation forms you +ill al+ays use ,a and -.) a# The actual ,erformance -valuation form which includes the cover page called the $ummary 7orksheet, and b# The -mployee $elf8-valuation form. There are t+o other forms you may need to use) a# The ,erformance &mprovement ,lan form. b# ,erformance 9oals form. "AT %G P"$CESS A%D C" TE" A) :;outstanding performance <;e1ceeds e1pectations ;meets e1pectations 2;needs improvement 1;unacceptable

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<.S G%AT!"ES $% T/E E#A'!AT $% *$"M) .fter the supervisor completes the performance evaluation with the employee, both the supervisor and employee sign the form. The ne1t level of review is the )eviewer, one level above the supervisor performing the evaluation "the rater#. 'epartment (ead, 'eputy 'irector, or a 'ivision >anager. The mid8year review will only involve the employee and his2her supervisor with their signatures and the mid8year process does not go into the personnel file. :.E#A'!AT $% W/E% A %EW S!PE"# S$" S APP$ %TED) &f the -mployee has an evaluation due, and a new supervisor is appointed, the new supervisor likely has not had the opportunity to properly evaluate the employee%s performance. &n this instance the new supervisor will evaluate the employee after =5 days. &f possible, the supervisor that is leaving will do a close out evaluation for his2his employees prior to leaving. !se of &oo0s and Soft+are for Performance Appraisals There are a number of low cost paperbacks that can be handed out to the managerial staff to help them with their appraisals. $ince the advent of the use of computers, a number of educational organi+ations are now using ,erformance .ppraisal software, 1. Performance Now Enterprise is a software tool for logging events, tracking goals: providing effective feedback, and writing employee reviews that ma1imi+e the potential of your team. 2. Performance Impact Workplace is easy to use to set goals for employees, but are having trouble following up on those goals. . The Administrative Observer is one of the more configurable seand8 alone database packages of school rather than filling out and keeping hard copy records.

Standards of Performance $tandards of performance are written statements describing how well a !ob should be performed. ,erformance standards are developed collaboratively with employees, whenever possible, and e1plained to new employees during the first month on the !ob.

1o- Description 2 Essential *unctions Strategic Plan 2 annual Goals Standards of Performance $-servation 2 *eed-ac0 Performance Appraisal Performance Development
The performance standard provides a benchmark against which to evaluate work performance. 7hile the !ob description describes the essential functions and the tasks to be done, the performance standard defines how well each function or task must be performed in order to meet or e1ceed e1pectations. The 6niversity also establishes general criteria for evaluating work performance.

Standards of performance are usually) 'eveloped in collaboration with the employees who do the tasks or functions -1plained to new employees within the first month on ht !ob. The ratings describe the level of performance of the individual employee compared to a !ob description and standard of performance. - ; -1ceptional: ,erformance well e1ceeds e1pectations and is consistently outstanding. . ; .bove -1pectations: ,erformance is consistently beyond e1pectations. $ ; $olid ,erformance: ,erformance consistently fulfills e1pectations and at times e1ceeds them. & ; &mprovement ?eeded: ,erformance does not consistently meet e1pectations. 6 ; 6nsatisfactory: ,erformance is consistently below e1pectations. 'eficiencies should be addressed as noted in the performance appraisal. .s a performance manager, you will use these criteria to rate the employee%s performance. .t the beginning of the appraisal period, review these ratings and the performance standards for each position, which reports to you so that you can fairly evaluate the employee%s performance. ,erformance standards answer the 3uestion,@ /o+ +ill the employee and the performance manager 0no+ +hen the employee is meeting or exceeding expectations for his or her position34

Guidelines for Performance Standards Aeep in mind the following guidelines when writing your performance standards: ,erformance standards should be related to the employee%s assigned work and !ob re3uirements. Bour reporting systems should be ade3uate to measure and report any 3uantitative data you list. Cuantifiable measures may not apply to all functions. 'escribe in clear and specific terms the characteristics of performance 3uality that are verifiable and that would meet or e1ceed e1pectations. .ccomplishment of organi+ational ob!ectives should be included where appropriate, such as cost8control, improved efficiency, productivity, pro!ect completion, process redesign, or public service. Chec0ing (our Standards .fter you have written your performance standards, check them against the 3uestions in the following list: 1. .re the standards realisticD 2. .re the standards specificD . .re the standards based on measurable data, observation, or verifiable informationD <. .re the standards consistent with organi+ational goalsD :. .re the standards challengingD *. .re the standards clear and understandableD 0. .re the standards dynamicD