Evaluation Of A Employee Evaluation System

Performance appraisal is an important issue in human resource management and has a significant effect in the performance of an organisation. It is the system of evaluating the performance of employees regarding the accomplishment of their responsibilities and determining their potential to grow and develop. Bias in the evaluation process can affect the accuracy and appropriateness of the performance appraisal. Bias is a serious issue because it affects the ability to make appropriate decisions about the promotion of employees. A performance appraisal system that works to the disadvantage of members of a group can also pose legal issues.

For this assignment I will referencing the Arizona Department of Corrections rating system, and touching on the current evaluation process and discussing options to improve on the process. I work in the department of corrections and the evaluation system currently implemented is the managing, accountability, and performance (MAP). This system is far from perfect, and very susceptible to subjective evaluations. Most employees do not agree with the evaluations they receive and for the most part this is due to the supervisors not putting in the required effort to properly evaluate each employee. It is not uncommon for a supervisor to rate all of their subordinates exactly the same, regardless if one employee excels and the other shows little to no interest. Supervisors often justify their vanilla evaluations by stating that the evaluations do not have any effect on your employment, since pay raises are not based from the appraisal. As you can imagine this method does little to raise the moral of the motivated hard working staff, and in my opinion needs to be revamped. I would prefer an evaluation based more on objective performance and behavioral observations.

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 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.

Assessment is the on-going review by a line manager of the work an employee or a team has performed that is measured against expected outcomes. It is a two way communication channel that gives a shared understanding of what is to be achieved, it provides an opportunity to get employees to buy in to the process. It is a useful tool that can highlight development needs. It can highlight good practice, and bad practice and if there are deficiencies in the process, on either side. This means there is an opportunity to recognise achievement and where problems are identified, how these can be

The basic criteria evaluated for all employees are attendance, professionalism, completing tasks in a timely manner, and attitude. Faculty have additional components to be reviewed and are expected to maintain all standards, in accordance with our accrediting agency. Although the criteria are different for faculty and staff, the process in which they are evaluated is the same. Employees have the opportunity to meet with their supervisors to discuss the results of their evaluations and sometimes ratings are changed after discussion. This approach creates a positive effect both internally and externally. The opportunity to respond to the evaluation results are a key element that we uphold with our employees. We want them to understand the reason for their ratings in certain areas and offer suggestions for

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.

Performance evaluations are a very important part of a business organization and places promotion and retain ability in the hands of the worker. According to Robbins and Judge,” Evaluations provide input into important decisions such as promotions, transfers, and terminations. Evaluations also identify training and development issues.”(pg.595 2009). There are several different theories and ways to conduct performance evaluations such as behaviorally anchored rating scales (BARS), critical incidents, graphic rating scales, Forced comparison, group order rankings and individual ranking. Each of these systems can be used on their own for ranking employee performance but some organizations use a combination of systems.

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.

“Evaluator should specifically advocate for the program/project being evaluated, but rather should advocate for an inclusive, open evaluation process that will lead to the retention of good services and the improvement of bad services, in a way that is seen as appropriate and acceptable by the program’s stakeholders.” (Mathison, 1998) Second, is grade creep. Grade creep is undefined rise in the median grade of employees within the agency. This increase can cause a rupture, where taxpayer would complain and states their local government is overpaid and underworked. In addition, this can be cause by the connection and pay ranges. Third, is if evaluation system is removed, workers will undermined the effectiveness and efficiency of their job duties. Forth, challenges are they are not fair. “Regarding fairness and equity, the accuracy and objectivity of job analysis and classifications actions have always been suspect because none of the systems in use comes close to completely eliminating professional or managerial judgment and discretion.” (Nigro, 2007)

Evaluation is an important component of any human resources department. Effective use of an evaluation program has been shown to be able to reduce stress and an employee's reduce their intentions to quit and turnover rate (Avey, Luthans, & Jensen, 2009). However, for the longest time, evaluations were only processed in a top-down fashion which was administered strictly from supervisor to the employees that they supervise. The top down approach to feedback has been shown to be inadequate in many regards; especially since it is dictate by generally one individuals subjective and sometimes biased opinion of the

One of the most misunderstood tools used by managers in today’s businesses is the performance evaluation. At its basic level, the performance evaluation is a tool that allows an organization to evaluate an employee’s past performance compared with a set of performance standards (Dessler, 2015). These evaluations may be used to determine pay and compensation, promotions, terminations, training and development opportunities, and more (Mulvaney, McKinney, & Grodsky, 2012). Although the idea of providing feedback on job performance seems simple, many organizations struggle to develop a performance evaluation system that is fair to employees, easy for managers to use, and that measures key areas of performance. A study of 100 large U.S. corporations showed that all of the companies used some sort of performance evaluation system, but half of the corporations were considering making major changes to their system and six percent of the firms said they were considering eliminating the process altogether (Lawler, Benson, & McDermot, 2012). Given the importance of providing feedback about performance and the potential organizational benefits of an effective process, eliminating performance evaluations is not likely to result in success for employees or the

There are numerous reasons why organizations evaluate their staff, the main reason being to track employee progress and performance compared to expected objectives. I do not contest that performance evaluations play an important role in assessing the overall performance of an employee. However, given the large leaps taken with regards to technology and organizational changes within organizations, I think that performance evaluations have failed to advance at the same pace. The disconnect occurs when performance evaluations are used as the only organizational quality control tool rather than a source of motivation for progress and career advancement. Though I think employees should be evaluated, I don’t necessarily believe that it needs to be done in such a formal manner. I’m an extremely positive minded person who is not particularly attracted to this idea of stocking biases and negativity all year long only to open the box on the day of evaluations. In addition, I have a particular interest and have had some training in the field human performance improvement, which makes me even more skeptical of the effects of performance evaluations because I know that a majority of problems linked to poor performance are linked to the complexity and/or lack of understanding of processes, tools and job aids. As such, evaluating a job performer without weighing his work processes and tasks is clearly ineffective. An alternative to the traditional performance

“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

Employees will not go out of their way to provide the extra effort and creativity needed to solve problems and make necessary changes when they lack trust in the integrity of management. The most problematic situation occurs when raters manipulate feedback to game the performance appraisal process to support their favorite employees (in-group) and punish the least favored (out-group). As is the case when managers promote employee participation through self-appraisals, but then ignores that input employees rightly perceive that traditional command and control values dominate. The lack of procedural fairness is compounded by the lack of appraisal recipient voice in the decision making process of setting attainable and measurable goals and development objectives.