Designing PA 1

8/3/2019 Designing PA 1

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SMH3053

PERFORMANCE APPRAISAL


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OBJECTIVES

2 types of objectives

1. Results based objectives

An objective for the outcome of aprocess or a task

2. Performance based objectives

An objective regarding the things that

should be done to achieve desiredresults


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PERFORMANCE OBJECTIVES &PERFORMANCE STANDARD

Performance objectives and standardsare two most common methods todefine expected results.

They identify baselines for measuringperformance results

From objectives and standardssupervisors can provide specific

feedback describing the gap betweenexpected and actual performance.


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PERFORMANCE OBJECTIVES &STANDARDS MUST BE:

PECIFIC

EASURABLE

CHIEVABLE

ELEVANT

IME BOUND


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SMART

SPECIFIC

Must be very clear and detailed enough soas to leave no room for ambiguity or

misinterpretation MEASURABLE

Always use a verifiable verb and describe anaction that can be seen and measured.


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SMART

ACHIEVABLE

Should always be achievable

RELEVANT

Should be relevant to the performer theyshould relate to the objective that matter tothat person

TIME BOUND More effective if they are to be achieved

within a defined time frame


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PERFORMANCESTANDARDS

Is the expected level of performance associatedwith a particular performance indicator.

The purpose is to communicate expectations Performance standards are:

Based on the position, not the individual

Observable, specific indicators of success

Meaningful, reasonable and attainable

Describe fully satisfactory performance once trained

Expressed in terms of quantity, quality, timeliness,cost, safety or outcomes.


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DETERMINING PERFORMANCESTANDARDS

Consider the following:

What does a good job look like?

How many or how much is needed?

How long should it take?

When are the results needed?

How accurate or how good is acceptable

Are there budget considerations? Are there safety considerations?


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DETERMINING PERFORMANCESTANDARDS (cont)

Are there legislative or regulatoryrequirements that require strict adherence?

Are there behaviors that are expected in thedepartment to promote teamwork,leadership, creativity, customer service?

What results would be consideredsatisfactory?

What condition will exist when the duty is

well performed? What is the difference between good and

poor performance?


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DETERMINING PERFORMANCESTANDARD

Need to know what is

PERFORMANCE CRITERIA


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PERFORMANCECRITERIA

Performance

Criteria

Personality/trait

Jobrelated

abilities/behavior

Results


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PERFORMANCE CRITERIAPersonality /trait

Does the employee have the personality or traitthat is important to do a certain job? To whatextent? E.g. dependability, creativity, initiative and leadership.

Popular because it is easy to develop Gradually dying out An area of great sensitivity and any criticism on

these grounds is likely to elicit defensiveness andeven outright hostility.

Tends to be vague and subjective. Currently, chiefly used in selection, promotion

assessment and individual development especiallypersonality


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PERFORMANCE CRITERIAJob-related abilities / behavior

A more detached, less personal way ofdiscussing performance.

Look at the individuals behavior or

abilities (competencies) to do a certainjob. Specifically to describe whichactions should (or should not) be

exhibited on the job. Frequently used to provide employees

with developmental feedback


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PERFORMANCE CRITERIAResults

Based on the appraisee achievements oroutputs. E.g. sales figures, production output etc.

Less subjective, hence may be lesssusceptible to bias

Furthermore it give the employees theresponsibilities towards their outcome,

while giving them the discretion over themethods used to accomplished the work(within limits) empowerment in action.


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Oversees library department desk

assures coverage for all times library is open responds to patrons' questions and resolves

problems in a timely manner and with a strongfocus on customer service

Reshelves books:

all books are reshelved within 24 hours of return

books are reshelved in proper location


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Trains student workers:

assures that all students have the propertraining to work at the desk

training is completed within the first twoweeks of the semester

follows up on each student's performanceand continues training and coaching as

needed


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Oversees clerical support functions: work priorities are clearly established and followed

manages the performance of the support staff byproviding a motivational environment, correcting poorperformance and acknowledging good performance

Composes correspondence: composition is professional, grammatically correct,

clear and logical and reflects the tone and philosophyof the department

correspondence is timely and has a customer friendly

orientation


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Develops and maintains complex files anddatabases: files and databases are accurate and updated on a

regular basis trains others in use and interpretation of databases assures back-up in maintaining files and databases

Makes travel arrangements and completes traveldocuments: all arrangements are made in a timely manner assures that all travel stays within the travel budget with

exceptions cleared by the Chair

monitors to assure accuracy in documents responsible for determining all extenuating

circumstances and resolving problems


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Documents

Designing PA 1