Employee Performance Essay

The methods presented here atomic number 18 designed to develop elements and standards that footstep employee and buy the farm unit of measurement accomplishments rather than to developother measures that are often used in appraising carrying out, such as measuring behaviors or competencies. Although this handbook includes a discussion of the importance of balancing measures, the main focus presented here is to measure accomplishments.Consequently, much of the information presented in the first five steps of this eightstep surgical process applies when supervisory programs and employees want to measure results. However, the material presented in Steps 6 by dint of 8 about developing standards, monitor surgical process, and checking the execution plan defy to all measurement approaches.A HANDBOOK FOR MEASURING EMPLOYEE PERFORMANCE forewordThe handbook has four chapters and three appendices CHAPTER 1 gives the background and context of deed anxiety that you will need to ge t word before beginning the eight-step process. CHAPTER 2 defines accomplishments, which is key to using this handbook successfully. CHAPTER 3 includes a detailed explanation of the eight-step process for developing employee performance plans that are aligned with and support organisational goals. CHAPTER 4 provides study tools, including a followup quiz and a nimble reference for the eight-step process. THE APPENDICES contain example standards that were written specifically for appraisal programs that prize performance on elements at five, three, and two levels. After reading the instructional material, studying the examples, and completing the exercises in this book, you should be able to DEVELOP a performance plan that aligns individual performance with organizational goals USE a variety of methods to determine work unit and individualaccomplishments DETERMINE the unlikeness between activities and accomplishments EXPLAIN regulatory requirements for employee performance pl ansP E R F O R M A N C E M A N A G E M E N T B A C K G R O U N D A N D C O N T E X Temember the story about the naive savant in his first English literature course who was worried because he didnt know what prose was? When he found out that prose was ordinary speech, he exclaimed, Wow Ive been speaking prose all my life Managing performance salubrious is like speaking prose. Many managers have been speaking and practicing in force(p) performance management naturally all their supervisory lives, but dont know itSome people misinterpretedly assume that performance management is concerned only with following regulatory requirements to appraise and rate performance. Actually, assignment ratings of record is only one part of the overall process (and peradventure the least important part). writ of execution management is the systematic process of readiness work and setting expectations continually monitoring performance developing the message to perform currentically rating perfor mance in a compend fashion rewarding good performanceThe revisions made in 1995 to the governmentwide performance appraisal and awards regulations support natural performance management. Great care was taken to ensure that the requirements those regulations establish would complement and not conflict with the kinds of activities and actions effective managers are practicing as a matter of course.PERFORMANCE MANAGEMENT BACKGROUND AND settingPLANNING In an effective organization, work is planned out in advance. Planning means setting performance expectations and goals for groups and individuals to channel their efforts toward achieving organizational objectives. acquire employees involved in the planning process will help them understand the goals of the organization, what needs to be done, why it needs to be done, and how well it should be done.The regulatory requirements for planning employees performance include establishing the elements and standards of their performance apprai sal plans. Performance elements and standards should be measurable, understandable, verifiable, equitable, and achievable. Through critical elements, employees are held accountable as individuals for work assignments or responsibilities. Employee performance plans should be flexible so that they can be adjusted for changing program objectives and work requirements.When used effectively, these plans can be beneficial working documents that are discussed often, and not merely paperwork that is filed in a drawer and seen only when ratings of record are required.MONITORING In an effective organization, assignments and projects are monitored continually. Monitoring well means consistently measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their goals.The regulatory requirements for monitoring performance include conducting progress reviews with employees where their performance is compared against their elements and standar ds. Ongoing monitoring provides the supervisor the opportunity to check how well employees are meeting predetermined standards and to draw changes to unrealistic or problematic standards.By monitoring continually, supervisors can bring out unacceptable performance at any time during the appraisal period and provide assistance to address such performance rather than face until the end of the period when summary rating levels are assigned.MEASURE WHAT IS most-valuableNOT WHAT IS EASY TO MEASURE It is easy to countthe number of age since a project began, but if that is all that you measure, is that enough information to prize performance? No, probably not. Or if, for example, a customer service aggroup only measures the number of calls that come into the police squad (the easy measure) and does not crusade to measure customer satisfaction with its service (the more difficult measure), the team does not have complete information about its performance and has no idea how well it is serving its customers.In addition, because what gets measured gets done, the team will probably focus on how it can increase the number of calls it receives and tailor the quality of service it provides.As a result, organizations need to anticipate the behavioural and unintended consequences of measuring performance. As an example, recently a medical research laboratory came under fire because of the errors it made in certain of its cancer tests. A high number of cancer tests that the laboratory had approved as proscribe turned out to be wrongcancer had actually been