Employee Performance Evaluation Conceptualized
Employee
performance evaluation is an important element in enhancing the quality of work
(Shaout & Yousif, 2014). It is one of the most applied techniques
organizational leaders use in the workplace (Long, Kowang, Ismail, & Rasid,
2013). According to Kirovska and Qoku (2014), it is a formal, structured system
of assessing the characteristics of employee behaviour in regards to outcomes.
It is a process that examines particular performance objectives over a period
of time. Nassazi (2013) mentioned that the frequency is usually determined
based on resource capability and objectives to be assessed. Such objectives may
be categorized as developmental or administrative. The developmental objectives
are focused on providing feedback, recognizing strengths and weaknesses,
identifying goals, classifying training needs, improving communication, and
providing time for employees to voice their concerns. The administrative
objectives are mostly focused on documenting decisions, identifying high
potential employees, determining new assignments and transfers, recognizing
poor performance, deciding on layoffs, validating employee selection criteria,
and achieving legal standards and requirements. Generally, employee performance
evaluation requires the supervisor to have a conversation with the employee,
and then completing a form or systems to track the conversation, needs, and
action plan. An effective employee performance evaluation session helps
organizational leaders in making the right decisions for the employee’s success
and development (Long, Kowang, Ismail, & Rasid, 2013). In addition, the
overall perspective of employee performance evaluation is centralized on
recognizing the current skills’ status of the workforce. Such a status requires
the collection of diverse accurate and unbiased data in order to assess the
employees’ contribution to the organization (Shaout & Yousif, 2014) and to
make organizational and personnel decisions (Ahmed, Sultana, Paul, & Azeem,
2013).
Performance Evaluation Guidelines
Commonly,
organizational policies and procedures ensure that employee performance
evaluations are accomplished in a timely and effective manner, since such
documents provide the guidelines or courses of action in identifying and
fulfilling employee developmental needs (Nassazi,2013). Elnaga and Imran (2013,
p. 143) provided some guidelines when assessing employee performance:
· Ability:
Assess abilities and issues, such as physical and health status. Consider how
these factors impact job requirements and capabilities.
· Standards:
Assess perceptions in regards to work tasks, roles, responsibilities,
relationships, time management, and how these elements impact organizational
goals and objectives.
· Knowledge
and Skills: Assess if knowledge and skills are aligned to work tasks. If they
are not aligned, identify training and development opportunities to fulfil this
gap.
· Measurement:
Assess the actual employee evaluation approach in terms of unbiased task
performance.
· Feedback:
Assess if leaders provide regular, continuous work performance feedback and its
alignment to compensation.
· Environment:
Assess availability of resources, tools, and time necessary to perform work
tasks.
· Motivation:
Assess the incentives or consequences for good or bad performance and how it
impacts employee motivation.
Leading shoe manufacturing company in Sri Lanka use Key Performance Indicator program for evaluate their employees. This is practicing in once in three months, so employee can enhance their knowledge, skills and performance according to the company and their career growth. On the other hand, it will motivate the employees.
REFERENCE
Ahmed,
I., Sultana, I., Paul, S. K., & Azeem, A. (2013). Employee performance
evaluation: A fuzzy approach. International Journal of Productivity and Performance
Management, 62(7), 718-734.
Kirovska,
Z., & Qoku, P. N. (2014). System of employee performance assessment: Factor
for sustainable efficiency of organization. Journal of Sustainable Development,
5(11), 25-51.
Long,
C. S., Kowang, T. O., Ismail, W. K. W., & Rasid, S. Z. A. (2013). A review
on performance appraisal system: An ineffective and destructive practice.
Middle East Journal of Scientific Research, 14(7), 887-891.
Nassazi,
N. (2013). Effects of training on employee performance: Evidence from Uganda
(Unpublished doctoral dissertation). University of Applied Sciences, Vassa,
Finland.
Shaout,
A., & Yousif, M. K. (2014). Performance evaluation - Methods and techniques
survey. International Journal of Computer and Information Technology, 3(05),
966-979.
Hi Chathuri, Waldman & Spangler (1989) also developed an integrated model of job performance focusing on characteristics of the individual (e.g. experience, ability), outcomes (e.g. feedback, job security), and the immediate work environment. Campbell et al (1996) reviewed and discussed other models of job performance (e.g. the “classical” general factor model, the critical deficiency model) but again affirmed their belief that performance is best understood as multifactor in nature.
ReplyDeleteThank ypu Derrick, employee performance evaluation is an important element in enhancing the quality of work (Shaout & Yousif, 2014). It is one of the most applied techniques organizational leaders use in the workplace (Long, Kowang, Ismail, & Rasid, 2013).
DeletePerformance evaluation has various intentions for management and for the employees. Employees are concerned in having an evaluation/assessment of their work from the viewpoint of personal development, work satisfaction and involvement in the organization(Longenecker, 1998),. Management assesses the performance of employees to maintain organizational control and disburse rewards and recognitions to further organizational goals. Effective appraisals are believed to motivate employees to improve their duties much better provide job satisfaction, and improve staff morale (MacKenzie, 1995).
ReplyDeleteAgree Iyngararaj, organizational policies and procedures ensure that employee performance evaluations are accomplished in a timely and effective manner, since such documents provide the guidelines or courses of action in identifying and fulfilling employee developmental needs (Nassazi,2013).
DeleteI agreed with your article.Human resource development is an investment in people. The major reason for investing in the training program is to help employees to perform better in the achievement of organizational objectives. Hence, evaluation is a means to assess the cost/benefit of the training program to the organization. However, evaluation is like brushing teeth after every meal. Even though everyone advocates evaluation, only a few do it. Evaluation is an integral feature of training activities. Evaluation compares the change after training with the set objectives of training (Armstrong, 2014). Mondy and Martocchio (2016) explained the possible metrics for evaluating training. These include participants’ opinions, the extent of learning, behavioral change, the accomplishment of training objectives, return of investment from training and benchmarking.
ReplyDeleteThank you Pushpa for commenting on my article. According to Kirovska and Qoku (2014), it is a formal, structured system of assessing the characteristics of employee behaviour in regards to outcomes. It is a process that examines particular performance objectives over a period of time.
DeleteAgreed and also Employees will tend to remain in the organization and feel motivated to perform better in work if they are satisfied with their performance appraisal rating. However, it is hard to predict the employees' satisfaction with performance appraisal due to the different behavioural aspects of employee perception (Choi et al., 2013). When the appraisal process adversely affects the employees' attitude and causes dissatisfaction, it will eventually affect the organization's performance
ReplyDeleteThank you Anuradha, organizational policies and procedures ensure that employee performance evaluations are accomplished in a timely and effective manner, since such documents provide the guidelines or courses of action in identifying and fulfilling employee developmental needs (Nassazi,2013).
DeleteAgreed your content Chathuri and furthermore, Employees are the backbone of the organization. The accomplishments or issues experienced by the organization are contingent to the performance of its employees (Mwema & Gachunga, 2014). According to Mel Kleiman (as cited by Jehanzeb and Bashir, 2013), employee training and development should be utilized to orient individuals and to enhance their managerial and operational skills.
ReplyDeleteThank you Malshani. According to Kirovska and Qoku (2014), it is a formal, structured system of assessing the characteristics of employee behaviour in regards to outcomes. It is a process that examines particular performance objectives over a period of time.
DeleteAgreed Chathuri. Employees are at the core of an organization. Thus, to ensure they stay motivated and appreciated the use of appraisals should be used as they help in decisions such as pay rises, promotions, demotions etc. (Longenecker & Fink 1999).
ReplyDeleteThank you Onita and agreed to your comment. Employee performance evaluation is an important element in enhancing the quality of work (Shaout & Yousif, 2014). It is one of the most applied techniques organizational leaders use in the workplace (Long, Kowang, Ismail, & Rasid, 2013).
DeleteGreat article Chathuri, I agreed the content and introductory part can be elaborated by considering following Aurther's idea as well. In order to Aggarwal and Thakur (2013), Performance appraisal has been synonymous with performance review, performance evaluation, performance assessment, performance measurement, employee evaluation, personnel review, staff assessment, service rating. According to Amstrong(2009), Performance appraisal can be defined as the formal assessment and rating of individuals by their managers at or after a review meeting.
ReplyDeleteAgreed to you Sanath. Commonly, organizational policies and procedures ensure that employee performance evaluations are accomplished in a timely and effective manner, since such documents provide the guidelines or courses of action in identifying and fulfilling employee developmental needs (Nassazi,2013).
DeleteAdding further to your content, Managers should prepare by referring to a list of agreed objectives and their notes on performance throughout the year. They should form views about the reasons for success or failure and decide where to give praise, which performance problems should be mentioned and what steps might be undertaken to overcome them. The e-reward 2005 survey of performance management found that overall ratings were used by 70 per cent of respondents, and the most popular number of levels was five (43 per cent of respondents). However, some organizations are settling for three levels. There is no evidence that any single approach is clearly much superior to another, although the greater the number of levels the more is being asked of managers in the shape of discriminatory judgement. It does, however, seem to be preferable for level definitions to be positive rather than negative and for them to provide as much guidance as possible on the choice of rating (Armstrong 2009).
ReplyDeleteThank you Derrick, the overall perspective of employee performance evaluation is centralized on recognizing the current skills’ status of the workforce. Such a status requires the collection of diverse accurate and unbiased data in order to assess the employees’ contribution to the organization (Shaout & Yousif, 2014)
DeleteAgreed with your blog post content Chathuri. Further, performance management, according to Armstrong & Taylor (2014), is a strategy for enhancing outcomes by empowering individuals to excel within a predetermined framework of predetermined goals, standards, and competency criteria. It requires establishing a common understanding of what has to be done and how it should be done. Performance management methods, as opposed to earlier segregated and usually ineffective merit grading or performance appraisal schemes, have emerged in recent years to provide a more integrated and ongoing approach to performance management (Armstrong, 2010).
ReplyDelete