Framing

INDIVIDUAL PROJECT - ASSIGNMENT 1

For many supervisors and managers, both can agree that performance appraisals are a task they dislike the most. In the traditional performance appraisal or review process, the manager annually writes his opinions of the performance of the employee. Most of the time, the appraisal reflects what the manager can remember; this is usually the most recent events and depending on the supervisor, it can be only the negative things. Almost always, the appraisal is based on opinions and biases as real performance measurement takes time and follow-up to do well.

Many times supervisors tend to put their personal feeling, likes or dislikes about the person in the appraisal rating. Some supervisors may have limited contact with subordinate which can bring about poor feedback or they may be biased or have an incomplete view of their work.

Other problems with performance appraisals include rater carelessness; use of appraisals for personal reasons. Having worked in Human Resources for two years, I've seen supervisors giving employees unwarranted ratings and others try to use the appraisal as a means of seeking revenge on the employee.

Many times while going over the appraisal, the employee can be put on the defensive because the rater lacks the ability to communicate and provide feedback. This sometimes leaves the employee feeling his performance is rated as less than the best, or less than the level at which he personally perceives his participation to be.

In order to make the appraisal process a bit more pleasant and not seen as though the supervisor is pointing out all of the employees shortfalls, have open regular communication with the employees. If the intent really is employee development, to help put the plan into action, some important steps should be taken.

* Define the purpose of the job, job duties, and responsibilities.

* Define performance goals with measurable outcomes.

* Define the priority of each job responsibility and goal.

* Hold interim discussions and provide feedback about employee performance, preferably daily, summarized and discussed, at least, quarterly. (Provide positive and constructive feedback.)

* aim for simplicity, fairness, objectivity, openness, usefulness

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