WORK/PERFORMANCE

ANALYSIS AND REWARDS

W ork/performance management is responsible for providing performance
improvement programs for a company as a whole, as well as ensuring
a system of individual employee performance. The performance management
philosophy should be consistent throughout the organization, but customized for
each department’s or individual’s needs. Performance management includes planning
work, setting goals, offering feedback, performance reviews, and so forth.
The forms in this part of the encyclopedia are intended for (1) documenting
a job’s purpose, responsibilities, and deliverables and (2) providing a process for
performance assessment. The forms include a position questionnaire, position
profi le deliverables and competencies, job analysis worksheet, job evaluation questionnaire,
performance review and development plan, feedback for performance
review and development plan, team engagement performance review, associate,
manager, partner, and practice leader performance evaluation, and 360-degree
feedback.
Performance management is the continuous process of identifying, measuring, and developing
the performance of individuals and aligning performance with the strategic goals of the
organization.
Performance appraisals can serve many purposes, including:
1. Improving work performance
2. Administering merit pay
97
The Encyclopedia of Human Resource Management: HR Forms and Job Aids
Edited by William J. Rothwell
Copyright © 2012 John Wiley & Sons, Inc.
98 The Encyclopedia of Human Resource Management: Volume Two
3. Advising employees of work expectations
4. Counseling employees
5. Making promotion decisions
6. Motivating employees
7. Assessing employee potential
8. Identifying training needs
9. Better working relationships
10. Helping employees set career goals
11. Assigning work more effi ciently
12. Making transfer decisions
13. Making decisions about layoffs and terminations
14. Assisting in long-range planning
15. Validating hiring procedures
16. Justifying other managerial actions
The performance appraisal process is continuous. Employees should know
what is expected of them in the performance of their jobs, be evaluated on how
the job has been done, be provided opportunities for professional development to
enhance their skills, and determine how performance can be improved.
There are many benefi ts of the performance appraisal process. They include:
• Motivation to perform is increased.
• Self-esteem is increased.
• Supervisors gain insight about employees.
• Defi nitions of job and criteria are clarifi ed.
• Organizational goals are made clear.
• Supervisors’ views of performance standards are communicated more clearly.
• Employees see direct relationship of performance to pay.
Some problems with performance appraisal include:
• Uncomfortable
• Time-consuming
• Not specifi c, general comments
• Ratings infl ated
• Sends false message of success
• Creates false superiority
• Limits future development
• Hard to defend in court
Work/Performance Analysis and Rewards 99
The eight steps of an effective performance appraisal process Include:
1. Be prepared.
2. Conduct the meeting.
3. Identify performance gaps.
4. Find the root cause of performance gaps.
5. Plan to close performance gaps.
6. Re-examine performance goals.
7. Document the process.
8. Follow up consistently.
While there are no laws requiring an organization to carry out performance
appraisals, if they are used, the organization is required to adhere to all laws that
govern employment. For the purposes of the law, performance appraisals are recognized
to be equivalent to any other employment assessment and thus prohibit
the discrimination of any employee based on race, color, ethnicity, cultural affi liation,
nationality, religion, gender, marital status, pregnancy, sexual preference, age,
and/or physical disability. Employees are protected from employment discrimination
through The Civil Rights Act of 1866, The Equal Pay Act of 1963, The Civil
Rights Act of 1964, as amended, The Age Discrimination in Employment Act of
1967 (ADEA) as amended, The Rehabilitation Act of 1972, The Vietnam Era
Veterans Readjustment Act, Executive Order 11246, as amended, and Americans
with Disabilities Act of 1990.
To ensure a performance appraisal adheres to all Equal Employment
Opportunity (EEO) laws and regulations, incorporate the following into your
performance appraisal practices:
1. Make sure all assessments are based on measurable criteria.
2. Make sure assessments are based on objective criteria.
3. Make sure assessments are based on workplace-related behaviors, not
personality.