Introduction
Performance Management not only recognizes the employees’ efforts, but is an essential tool for overall performance improvement. It is thus a continuous process of communication between the management and other staff to ensure achievement of set targets and objectives of an organization.
A standard performance evaluation form therefore should include the name of the employee whose performance is under review, as well as the period during which they have been reviewed to distinguish it from other periods, but also to be able to score the manifestation of any changes in behavior or results, and also eliminate the possibility of the results being affected or influenced by other extraneous factors.
Among the things that it would be an imperative for the assessment to capture would be the supervisor’s technical knowledge of the product, time management, planning, reporting and administration, communication and delegation skills, , ability to meet expectations, deadlines and commitments, creativity, problem-solving, decision-making, team-working and developing others, energy, determination, versatility, leadership, adaptability, flexibility and mobility.
There should be consistency in the ratings. The reason for choice of 1-5 is to ensure that there is a reasonable range to fit the many areas to be observed in the form. This helps with the quick analysis of group data. There are also the descriptors of the scores as guide for which numeral to select. Each rubric has been awarded the maximum mark of 5 because it is believed that all the areas in the form are essential to work together for an effective supervisor.
5 = Outstanding Performance is consistently superior
4 = Exceeds Expectations Performance is routinely above job requirements
3 = Meets Expectations Performance is regularly competent and dependable
2 = Below Expectations Performance fails to meet job requirements on a frequent basis
1 = Unsatisfactory Performance is consistently unacceptable
A. PERFORMANCE BASED ON THE SUPERVISOR’S JOB DESCRIPTION.
B: SUPERVISOR’S STRENGTHS AND ACCOMPLISHMENTS:
Objective appraisal should cover both the strengths and accomplishments both as a way of boosting morale and performance, and also as a way of isolating the improvement needs.
C: AREAS NEEDING IMPROVEMENT:
The appraisal process is not complete without an indication of the areas that require improvement as important personnel decisions are based on this.
D: PLAN OF ACTION:
This is another important area that completes the appraisal, usually the result of a close discussion between the Manager and the Supervisor on steps that may be taken to ensure improved performance.
References
References
Becker, I. (2012). Understanding Executive Compensation. Washington DC: World at work press.
Muller, M. (January 14, 2009). The manager's guide to HR. New york: AMACOM.
