Developing a Performance Appraisal System
Developing a Performance Appraisal System The purpose of a performance appraisal system is to analyze an employee’s work and inform them of who their work is viewed by the management of an organization (Boice, & Kleiner, 1997). The performance appraisal system is important to an organization because it keeps both the employees and the management well informed of progress, needs and other major information factors in the human services department (Boice, & Kleiner, 1997). Within the area of elements of the appraisal system there are appears to be ten important criteria that make an appraisal system a good one. The ten elements of the appraisal system are as follows:
1. Multiple Raters
2. Rater Feedback
3. Rater Training Based on Feedback
4. Objective, Observable, and Job-Related Performance Dimensions, Jointly Developed by Management and Employees
5. Comparability
6. Professional Procedures
7. Fair Employment Posture
8. Documentation
9. Systematic Communication of Rating Results to Ratees
10. Appeals (Kettner, 2002).
The criteria of the multiple raters’ element of the system are exactly as it sounds, a good system has multiple perspectives for a rating system (Kettner, 2002). Within the element of rater feedback, the criterion is that feedback is provided to raters about their rating skills (Kettner, 2002). For the element of rater training based on feedback the criteria once again just as it sounds; the system provided training to raters based on the feedback that they receive (Kettner, 2002). As to the element of Objective, Observable and Job-Related Performance Dimensions, Jointly Developed by Management and Employees, this means that a mutual agreement is reached on performance dimensions in order to make a widely understandable system (Kettner, 2002). For the element of comparability, the criteria is that the ratings for similar jobs must use similar forms of measurement (Kettner, 2002). In the element of professional procedures the criteria is
1. Multiple Raters
2. Rater Feedback
3. Rater Training Based on Feedback
4. Objective, Observable, and Job-Related Performance Dimensions, Jointly Developed by Management and Employees
5. Comparability
6. Professional Procedures
7. Fair Employment Posture
8. Documentation
9. Systematic Communication of Rating Results to Ratees
10. Appeals (Kettner, 2002).
The criteria of the multiple raters’ element of the system are exactly as it sounds, a good system has multiple perspectives for a rating system (Kettner, 2002). Within the element of rater feedback, the criterion is that feedback is provided to raters about their rating skills (Kettner, 2002). For the element of rater training based on feedback the criteria once again just as it sounds; the system provided training to raters based on the feedback that they receive (Kettner, 2002). As to the element of Objective, Observable and Job-Related Performance Dimensions, Jointly Developed by Management and Employees, this means that a mutual agreement is reached on performance dimensions in order to make a widely understandable system (Kettner, 2002). For the element of comparability, the criteria is that the ratings for similar jobs must use similar forms of measurement (Kettner, 2002). In the element of professional procedures the criteria is
References: • Boice, D. F., & Kleiner, B. H. (1997). Designing effective performance appraisal systems. Work Study, 46(6), 197-201. o Retrieved from http://search.proquest.com/docview/218381437?accountid=458 • Kettner, P.M. (2002). Achieving excellence in the management of human service organizations. o Retrieved from the University of Phoenix eBook Collection Database