Performance Evaluation In Organizations

What are the objectives of a performance evaluation? What to expect from an employee? What methods for a good performance evaluation?

Some scholars claim that management performance evaluation is a technique that helps the company get a more objective view of your employees, assessing their behavior – at a certain time – according to their tasks and responsibilities.

Performance appraisals allow a greater approximation between management and staff, by clearly defining the results to be achieved with the work. In addition, performance evaluations identify employees with the potential to take on new positions and / or the same level functions – or higher.

The main purposes of performance evaluation are:

1. Identifying the training needs of employees in order to improve their quality performance.
2. Identifying existing dysfunctions between the activities performed by employees and the positions held by them.
3. Identify the causes of poor performance and address them


Objectives of a Performance Evaluation:

1. Provide opportunities for employees to know their strengths and weaknesses, trying to correct its shortcomings.
Improve human relations at work.
Encourage the potential of each employee.
2. Assist in the diagnosis of technical and behavioral needs of employees, supporting the training program.
3. Provide information to the organization for renewal, transfer and even layoffs.

The success of an evaluation process largely depends on the evaluators; ie depends on those who are in direct relation to the assessed because they fit the distribution of charges and monitoring of proposed work on the organization’s objectives and employee own them.

A performance evaluation is summarized in the interpretation of behavior concerning the work of each should run. That is, the evaluation is not a momentary act, but involves a process of observation and monitoring of employee performance and interpretation of observable facts.

The difficult task of evaluating is compounded by the subjective interference own appraiser as personality traits, subjective values, behavior patterns, prejudices and other interference that difficult – and sometimes misrepresent – the perceived facts.

It is important to remember that individuals are different and it is not recommended to compare them, since their productivity is also different. It’s not easy to know people well and that an assessment is potentially profitable, you must be observant, perceptive, keep permanent records on the performance of evaluated and, above all, be completely impartial.

Thus, before performing a performance evaluation the evaluator must inform the employee of the need of the assessment and the goals of its importance, ensuring that the rules on “Performance Evaluation Manual” will be observed with all rigor. Thus, the appraiser must:


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1. Scientificize the rated than management thinks of him, granting an advisory character to measure the appraiser draws a future program of activities aimed at removing the detected flaws.
2. Relying solely on the results of the work of the appraised.
3. Consider only the concrete facts in the evaluation and opinions not own (or others).
4. Maintaining fair and impartial point of view; ie not to be swayed by external factors, noting that a performance evaluation is not an accounting and, therefore, avoid personal sympathies.
5. Ensure that you are able to justify the assessment made.


Important recommendations for the review:

1. The performance evaluation provides real and concrete situations, portraying the facts and the results of the work and not what the employee would be able to accomplish.
2. Hold strictly to assessing the factors, if not coincide with their personal concepts.
3. Be fair and objective, not allowing their sympathies and predilections interfere in the ratings.
4. The evaluation process has no purpose if not to represent accurately the performance of employees.
5. You can not satisfactorily meet your child and, therefore, look to complete their knowledge of the evaluated so that the evaluation is real and significant.
6. You can not evaluate the performance of employees without also assess how to act of their own heads. So, do an analysis of their own performance before evaluating their subordinates.

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