我的建議是，適時(shí)的進(jìn)行績(jī)效評(píng)估。因?yàn)橥ㄟ^(guò)績(jī)效評(píng)估，員工一般都能夠從管理者手中得到相應(yīng)的回報(bào)。而作為一名管理者，始終都需要去關(guān)注堅(jiān)持在公司基層的員工的行為和表現(xiàn)。如果員工的表現(xiàn)和行為良好，那么管理者就必須要獎(jiǎng)勵(lì)他們。比如說(shuō)，給表現(xiàn)優(yōu)秀的員工獎(jiǎng)金或給他們升職。從另一方面來(lái)看，那些表現(xiàn)不佳的員工也理應(yīng)受到懲罰。比如再次培訓(xùn)或給予警告。

但遺憾的是，很少有公司能夠按照我前面說(shuō)的建議去執(zhí)行。許多管理者僅僅在年度考核中進(jìn)行評(píng)估。一個(gè)優(yōu)秀的管理者應(yīng)該根據(jù)他的員工的需求來(lái)審時(shí)度勢(shì)。如果你想要在你的崗位上獲得成功，那么就必須堅(jiān)持在你的基本崗位上。

當(dāng)員工的一些表現(xiàn)需要被指正時(shí)，這簡(jiǎn)直需要遵循一定的條例記錄下來(lái)的。企業(yè)需要開展正式的審議并做好相關(guān)的書面報(bào)酬記錄。多久進(jìn)行一次績(jī)效評(píng)估呢？這需要考慮到你的預(yù)算與制度是否能夠顧及到報(bào)酬的變化而定了。

In my suggestion is always doing the performance appropriate. Because by through the performance appraisal, the employee always get the feedback from a manager. As a manager, you should always pay attention on the employee’s behaviour and performance consistent basis in a company. If the employee have a good and needed performance and behaviour, the manager must have reward them. For example: give bonus or promote them. On other side, that employee that contain a bad performance and behaviours, manager have to them punishment. For example, give the training or warning letter.

Unfortunately there are seldom companies are using my suggestion. Many managers let their employee only doing performance evaluation annual. A good manager should always handle situation as needed of their employee. If you want the behaviour performance you need for success in the job, it must has to be reinforced on a consistent basic.

When employee has behaviour that needs to be corrected, it definitely needs to be documented and rules need to be followed. Company need to have a official review session and paper trail tied to compensation. How to regular a company need to have? The answer is depending on how your system and budget are allow for compensation changes.

Problem face by Performance Appraisal

Distribution Error

Leniency Error – Leniency is when to tendency rate all of their employee at the positive performance. This can happen when a manager over-emphasizes either positive or negative behaviours.

Central Tendency Error – Leniency is when tendency rate all of their employee at midpoint rating in performance appraisal.

Strictness Error - Leniency is when to tendency rate all of their employee at the negative performance. This can happen when a manager over-emphasizes either positive or negative behaviours.#p#分頁(yè)標(biāo)題#e#

Halo Effect

An overall positive evaluation of worker based on one known positive characterise or action.

Occur especially when the rate have little knowledge of the job and is less familiar with the person being rate.

Proximity Errors

A rating made one dimension affects the rating made on the dimension that immediately follows it on the rating scale.

Only the dimension physically located nearest a particular dimension on the rating scale.

Contrast Error

The performance rating one person receives can be influenced by the performance of a previously evaluated.

Low reliability Across rates

Two people rating the same employee seldom agree with each other.

Regency Effects

The tendency to give greater weight to recent performance

Infrequent Observation

Manager or supervisors do not have the opportunity to observe a representative sample of employee behaviour

Casual attribution Errors

The process by which people assign cause to events or behaviours

The tendency for appraisers to give more extreme appraisals is they believe that the cause of a worker is root in effort rather than ability

Actor – observer bias: the tendency for observers to over attribute cause to characteristics of the actor and the tendency for actor to over attribute cause to situation characteristic.

Method of Performance Appraisal

Individual evaluation method (This method is using when employees are evaluated will not be compare with other employees in the organization.)

1) Critical incident method

The critical incident method is to performance in which the manager to record strength and weakness performance behavior of employees throughout the performance period.

2) Graphic rating scales

The Rating Scale is a form to the manager simply checks off the employee’s level of performance. This is the oldest and most widely method used for performance appraisal. This performance appraisal method is using to predetermine scale to rate the worker on important job dimensions. By using this method can help to easy of construction and use but it also susceptibility to such rating errors as halo and leniency.

3) Essay Evaluation

This method asked managers or supervisors to describe strengths and weaknesses of an employee’s behavior. Essay evaluation is a non-quantitative technique. This method usually use with the graphic rating scale method.

4) Behaviorally anchored rating scales

This method used to describe a performance rating that focused on specific behaviors or sets as indicators of effective or ineffective performance. This method normally is combine with the rating scale and critical incident techniques to performance the employee evaluation.#p#分頁(yè)標(biāo)題#e#

5) Management by Objectives (MBO)

MBO is a process for managers or employees to set objectives for the employee, periodically evaluate the performance, and reward according to the result.MBO is focuses attention on what must be complete rather than how it will be complete.

6) 360 degree performance appraisal

360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them such as supervisor, subordinates, and peers. By this method can help to improve reliability of measurement because of the multiple evaluations and the involvement of more organizational members in the evaluation and feedback process.

7) Behavioral Checklist

Behavioral Checklist is consists of a list behaviors, expectations, or result for each dimensions. This method usually used to force the supervisor to concentrate on the relevant behaviors that fall under a dimension. It also constructed by taking the task statements from a detailed job description and converting them into behavioral performance statements representing the level at which the behavior is expected to be performed.

Multiple-person evaluation method

1) Paired comparison analysis
Paired comparison analysis is a good way of weighing up the relative importance of options. A range of plausible options is listed. Each option is compared against each of the other options. The results are tallied and the option with the highest score is the preferred option.

2) Forced ranking (forced distribution)

Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution. Must assume that employee performance is normally distributed. If there is an abundance of either very good or very poor workers, a supervisor might artificially raise or lower employees’ evaluations to fit them into the predetermined distribution.

3) Performance ranking method

Ranking is a performance appraisal method that is used to evaluate employee performance from best to worst. This method easily to used when only used in few employees to rank but they become difficult when used for large employees. Manager will compare the employee with other employee, rather than comparing each one to a standard measurement.

The importance of performance appraisal system

A performance appraisal system is important to employees’ professional development, to meet the company’s or firm’s goals and objectives and, ultimately, to contributes to the company’s or firm’s bottom line. Most organization should not be exempt from having a formal Performance Appraisal system. Other benefits that could be derived from having a Performance Appraisal System include enhanced communications, an opportunity to effectively address performance problems, and improved employee morale.

In many organizations, the feedback on job performance is ambiguous or is given annually as a ritualistic exercise. Many subordinates therefore having trouble in gasping how their efforts are perceived by the organization. Almost everyone who has worked at a job can remember times when they were unclear on how their performance was being judged.#p#分頁(yè)標(biāo)題#e#

Before creating a Performance Appraisal System, there are several factors to considered. The organization should first determine the objectives of the system. Second, the organization should develop a plan and timeframe for launching the system. Finally, the organization should prepare for any obstacles that might appear, and regularly consider ways to improve the program.

Purpose

The primary reason for having a Performance Appraisal system is to monitor employees performance, motivate staff and improve company morale. Monitoring employee performance requires routine documentation, which is accomplished through completing a performance appraisal form. When employees are aware that the company is mindful of their performance and that they could be rewarded with merit increases and promotions, they are motivated to work harder. Morale is improved when employees receive recognition or reward for their work

An effective Performance Appraisal system should assist the company in achieving the company goals and objectives. Not only training needed will be identified and addressed during a Performance Appraisal review, but hidden talent can be discovered as well. Through identifying these training needs, staff can perform their jobs at a more higher level and be in a better position to address clients, members and customers concerns and questions. A well-developed staff is more likely to be proactive, productive and resourceful, all of which helps give the company gain a competitive edge, from improved customer relations to increased profits.

How to set-up a good Performance Appraisal system

Content 1 : Performance Appraisal Techniques

Step 1: Establish Work, Objectives and Standards

Organization need two types of objectives, work and standards: continuing and time-limited. Continuing objectives establish the overall purpose and define the most important results that must be accomplished to achieve that, purpose. Continuing work identifies the work that must be done to achieve the continuing objective. Specific objectives identify the time-limited and specific results necessary to achieve continuing objectives. They are also used to correct deficiencies that arise in working -toward continuing objectives and standards. In each case, standards provide evidence that the objectives are being achieved.

Step 2: Measure Progress and Results

Organization need accurate records and timely reports which can be use to compare actual performance with the objectives, work and standards. For each standard, they will need at least one source of information. When possible, this measure should be identified in organizational goal, It is important for the organization and the people whose work and results they appraise to use the same records and reports as the basis for the judgments.

Step 3: Assess Performance

The most difficult step in appraisal is determining how well or poorly an individual is performing. In appraising performance, you first assess how well the action plans are accomplished, then use this information to help the organization to evaluate the key work, key objectives and organization standards. Since key objectives and standards measure the total effort, then the summarize of the other objectives and standards and are evaluated last.#p#分頁(yè)標(biāo)題#e#

Step 4: Secure Understanding and Acceptance

The performance appraisal is valuable to the extent it motivates employees to improve. This, in turn, depends upon the degree to which they understand the significance of the ratings and agree that they are valid. Organization secure this understanding and acceptance by scheduling a meeting after the appraisals have been completed. Where and the person who is being appraised bringing copies of the appraisal form to the meeting. On their own appraisal form they will enter the final ratings, together with comments and exceptions, including the ratings on which they cannot come to agreement. This data is made part of the personnel record.

Content 2 : Who Should Assess Performance?

Supervisor Appraisals

When we ask who should evaluate employees, the most common response is their immediate supervisor. supervisors are frequently one of the best and most commonly used options to choose as evaluators for the employees under their control. However, this is not always the case due to problems with supervisor performance assessments.

Peer Appraisals

Another possible option is to use coworkers or peers of the individual employee as appraisers. All employees have multiple coworkers that they interact with on a frequent basis, peer evaluations may be valuable. Peers or coworkers also often know the job of the individual employee better than the supervisor does, and they are more directly affected by the employee’s actions, either positive or negative. In addition, peers can evaluate the ability of the individual to interact with others successfully in a group or team setting. This may be very difficult for supervisors to see unless they are intimately involved with the group.

Subordinates Appraisals

Our next available option is the subordinates of an individual supervisor in the firm. We would typically only use subordinate evaluators for manager-level employees. Subordinate evaluations can give us good insight into the managerial practices and potential missteps of people who control other employees in our organization. As a result, subordinate evaluations may give us valuable information that we would be unable to find out using any other means.

Customer Appraisals

We may want to use customers as evaluators when the individual being evaluated has frequent contact with organizational customers, either internal or external to the firm. If employees interact routinely with internal or external customers, we need to know how the customers feel about their interactions with the employees because obviously external customers are the ones who ultimately pay the bills.

It does not matter what else we do successfully if our customers are uncomfortable with their interactions with our employees. If external customers are upset about their interactions with our employees, they have the ability to go elsewhere with their business. Even internal customers can create significant problems within the firm due to conflict between departments or divisions. So we want to ask customers to evaluate the individuals with whom they come into contact.#p#分頁(yè)標(biāo)題#e#

Self Appraisals

Self-assessment is also an option in the performance appraisal process. Virtually all employees do a self-assessment whether they are actually formally asked to do so as part of the assessment or not. It is required with MBO(Management by objectives). Even when not asked to do a self-assessment, employees will still walk into the review discussion with some informal self-assessment that they compare to the supervisor’s rating.

360o Evaluation

As a final option, we can do “all of the above”. The 360° evaluation, in effect, analyzes individuals performance from all sides—from their supervisor’s viewpoint, from their subordinates’ viewpoint, from customers’ viewpoint (if applicable), from their peers’ viewpoint, and using their own self-evaluation. Obviously, the 360° evaluation would give us the most accurate, best possible analysis of individuals and their performance within the company.

Content 3 : How to record performance appraisal ?

Form of Performance Appraisal

1. Department :

2. Position :

3. First Name, Last Name :

Appraisal Period

4. Employee ID :

Start Date :

End Date :

Rate your own skill and performance with the number 1 until 10 to show your current role requirements. (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent)

1. Specialist and methodology skills (For Employee)

1.1 applying the latest skill and knowledge on the current task

1.2 completed the task with the working procedure

2. Personal skill (For Employee)

2.1 clam and determined under pressure when facing a problem.

2.2 adapt easily in new are and use the latest skill on different area.

2.3 performs the duty during stressful situations

2.4 recognizes the error and learn from the mistake

2.5 time management, schedule time according to the goal

3. Interpersonal skills (For Employee)

3.1 friendly and easy communication with others

3.2 communicates clearly and comprehensibly

3.3 having a good listening skills

3.4 mind-reader, having an ability to understand others

3.5 discuss the own viewpoint with others

3.6 using a constructive way to criticize

4. Management skills (manager)

4.1 allow employees to work autonomously

4.2 agreed realistic goals and clear benchmarks, measuring success, and employees

4.3 gives employees feedback if required in specific situations

4.4 encourage the career development of staff

4.5 enhances Group work and develop a positive work environment

Discussion points

2. What is the importance achievements that you did in the past year?#p#分頁(yè)標(biāo)題#e#

3. Is anything you like and dislike in the working place?

4. Which element of work do you think is the most difficult?

6.What do you think is your most important goals and tasks in the coming year?

7. What action can improve your performance in your current position?

8. In the past few year, what kind of job you like to perform ?

9. What kind of training / experience will benefit you in the coming year?