Criterion Characteristics Paper and: Performance Appraisal Form
A real estate appraiser must have knowledge in building and construction, mathematics, customer service, personal service, English language, accounting and economics, computer electronics, geography, clerical knowledge, law and government, management and administration. The necessary skills are critical thinking capacity, speaking, active listening, writing, reading comprehension, active learning, time management, social perceptiveness, complex problem solving, decision making and judgment. Real estate appraisers must also have abilities such as oral and written expression, oral and written comprehension, inductive and deductive reasoning, near vision, information ordering and recognition of speech (Schultz & Schultz, 2010).
In a performance appraisal of a real estate appraiser, some of the criteria that can be included are; sufficient knowledge in building and construction, government and law, ability to think critically, deductive and inductive reasoning, ability to make wise decisions and judgment and administration and management. These criteria are important in the process of performance management because they help provide an insight into the abilities, knowledge and skills of an employee in relation to their performance at work. It helps show the productivity and efficiency of the employee.
Characteristics of the criteria
Each of the criteria has its own attributes that define the performance of an employee working as a real estate appraiser. Some of the criteria have the same characteristics.
Knowledge in building and construction
This criterion displays the validity because it shows the relevance of the knowledge of an individual in relation to their job performance. The knowledge of an individual in construction and building will enhance their performance as real estate appraisers. The criterion also displays reliability in that its relevancy to the job makes the criterion reliable when assessing performances of employees. Therefore, this criterion is valid and reliable (Schultz & Schultz, 2005).
Critical thinking ability
It is based on the employees’ ability to examine and think critically when performing their duties. Therefore, it is objective oriented. An individual has to possess the ability to think and examine critically in order to achieve the objective of appraising real estate. This criterion is relevant because it links the abilities of the employee to their performance.
Deductive and inductive reasoning
This is a reliable criterion of appraising performance because it gives a clear reflection of the employees’ abilities to perform their duties that require them to reason both inductively and deductively. The higher the ability of an employee to reason deductively and inductively is likely to reflect higher performance appraisal. It is an efficient and accurate criterion since if used well can give detailed and precise results about the performance of employees or the supervisors (Schultz & Schultz, 2005).
Judgment and decision making
This is a precise criterion because it gives the exact details concerning skills and abilities of employees. The criterion compares the performance with the ability to judge and make decisions at the place of work. The criterion is also reliable because the results are accurate hence; one can rely on these criteria to carry out an accurate performance assessment on real estate appraisers. Furthermore, the criterion is valid since it gives a relevant and accurate assessment of employees in the real estate industry (Schultz & Schultz, 2010).
Skills in administration and management
This criterion is objective because it relates the skills of employees to administer and manage to their performance at work. It is also reliable because the administration and management skills give an accurate assessment of how an employee performs at the place of work.
Government and law knowledge
Knowledge in law and government matters can be used as a criterion to assess the performance of real estate employees objectively because legal matters feature prominently in the work of property dealers. It is also a valid criterion because it has relevancy between the knowledge of the employee and their performance.
Criteria contamination
Criteria contamination is the misinterpretation of criteria leading to these criteria covering concepts that are not part of the actual criteria.
Wrong process of criteria development
Criteria can be contaminated through inappropriate development procedures which could lead to misleading or vague criteria. Once the criteria development process is wrongly undertaken, the criteria formulated would not serve their purpose satisfactorily. Some may even end up being wrong and inaccurate. Therefore, the process of developing criteria must be carefully undertaken and be inclined towards the objectives of the criteria (Schultz & Schultz, 2005).
Errors
Errors could lead to the actual criteria formulated to have no relationship with anything hence causing contamination. Errors could result from the ignorance of the individual formulating the criteria or a misrepresentation of information. The errors could be manual or technological but they have the same effect of contaminating criteria.
Bias
This is the level to which actual criteria consistently or systematically measure things apart from conceptual criteria. Bias comes about when the individual formulating the criteria is inclined towards achieving a certain result. Therefore, they develop criteria that have additional concepts that are entirely irrelevant.
Conclusion
Performance appraisal consists of criteria that relate the skills, knowledge and abilities of employees to the work they do and what they are supposed to do. Criteria can be contaminated by either wrong methods of development, errors or bias. Criteria have their own unique characteristics which define their validity, reliability and objectivity (Schultz & Schultz, 2010).
References
DelPo, A. (2007). The Performance Appraisal Handbook: Legal & Practical Rules for Managers (2 revised ed.). London: Nolo.
Grote, R. C. (2002). The Performance Appraisal Question and Answer Book: A Survival Guide for Managers (illustrated ed.). New York: AMACOM Div American Mgmt Assn.
Schultz, D. P., & Schultz, S. E. (2010). Psychology and Work Today. An Introduction to Industrial and Organizational Psychology. New York: Pearson Education.
Schultz, D. P., & Schultz, S. E. (2005). Theories of Personality (8, illustrated ed.). London: Cengage Learning.
Performance Appraisal form
Employee Name:
Job Function: Real Estate Appraiser
Date of Review:
Reviewer’s Name:
Employees are rated based on the following criteria.
Criteria
Poor
Should improve
Average
Satisfactory
Exceeded all expectations
Knowledge in building and construction
Critical thinking ability
Deductive and inductive reasoning
Judgment and decision making
Skills in administration and management
Government and law knowledge
Total points:
Note: The numbers in bold are the employee’s scores.
Performance Level
Performance Description
Increase
Poor (0-20 points)
Employee does not meet the position’s responsibilities. Should be on a personal improvement performance plan.
1-20%
Should improve (21-40 points)
Meets some of the major responsibilities. Has inconsistency in performance level across tasks.
21-40%
Average (41-60 points)
Meets all major responsibilities and is consistent in all working standards.
41-60%
Satisfactory (61-80 points)
Meets all important responsibilities is also competent in additional tasks. Is high performer consistently
61-80%
Exceeded all expectations (81-100 points)
Exceeded all expectations on their responsibilities. An expert and consistently excellent performer in their position.
81-100%
Important Note: Percentage increases above are a simple guideline in the appraisal process.
Employee’s expertise and strength
The employee is a consistent performer in their position, having scored satisfactory during the appraisal process. The main strength of the employee is skills in administration and management. He also scored highly in deductive and inductive reasoning.
Developmental areas
The employee needs to improve in areas where they performed less impressively such as ability in critical thinking, as well as decision making. These areas are important for real estate appraisers to fulfill their responsibilities efficiently.
Upcoming year objectives in relation to developmental areas and job responsibility
The employee looks to improve on their critical thinking and decision making abilities in the upcoming years. The other objective is to uphold the consistent performance of all job responsibilities.
Overall Comments
Supervisor’s comments
Employee’s comments
Employee:
Date:
Reviewer:
Date:
