23 Analyzing performances of staff
Dr P. K. Bhattacharya
I. Objectives
The objectives of the module are to:
- Analyze PMS (Performance Management System) amongst Library department.
- Clarity on performance counseling on the basis of past performance
- Assess training needs on the basis of your performance productivity;
- Help develop individuals and audit the skills within an organization and set targets for future performance;
- Identify potential for promotion; and
- Identify “Capability gaps” in the organization and the individual and clarity on performance management and performance appraisal
II. Learning Outcomes
After going through this unit, you would learn about need and analysis of performances, performance counselling, reviewing past performance. You would also learn to assess the training needs on the basis of your performance productivity, help in developing individuals, audit the skills within an organization, set targets for future performance, identify potential for promotion, and identify “capability gaps” in the organization and the individual.
III Structure
1. Introduction
1.1. What is performance appraisal in professional organizations?
1.2. Performance “rating”
2. Dimensions of performance management
3. Avenues of library professional’s performance management
4. Planning performance for role clarity, leadership development and setting goals
4.1. Why performance needs to be planned for a proper library to function properly?
4.2. KRA’s and performance appraisal and competency modules
4.3. Need for clarity of roles in library
4.4. KRA’s as mechanisms of role clarity and development
5. Types of performance management
6. Performance appraisal process
7. Methods of performance management – corporate library management
8. Planning for success- academic library management
8.1. Example: self evaluation questionnaire
9. A reference example of an annual employee performance management form
10. Difference between performance management and performance appraisal
11. Key benefits of performance management systems
12. Problems in performance appraisal
13. Performance counseling
14. Summary
15.References
1. Introduction
Performance management of staff is an efficient systematic evaluation and assessment of employees by supervisors. It is a comprehensive guideline which helps in developing the job potential, proving technical expertise of an employee and making the assessment of holistic performance of an employee, in the organization for a certain period of time. It initiates to pluck out all the negative aspects within him/her and curve out his own positive dimensions, positive energy and potential, to shine in his/her career span. A good employee is one who not only performs well in his work domain but tries to outshine amongst all employees with reference to his work parameters and dimensions.
Having trustworthy and reliable employees is the key to any successful establishment or organization. Performance Management System (PMS) not only “paves” the path for more “self-improvement”, but also gives the employee the opportunity to make his own self assessment, shape his technical expertise, give a productive qualitative assessment on himself annually.
1.1 What is performance appraisal in professional organizations?
Performance Appraisal is a systematic evaluation, judgments of the characteristics, traits and performance of employees by supervisors.. On the basis of these judgments, employee assessment is recorded and then salary and all other benefits are appraised( evaluated).
1.2 Performance “Rating”
Usually, the “Appraisal” evaluation in all departments is done on ratings within 1-5 scale (where, 5=outstanding, 4=excellent, 3=good, 2 =average and 1=needs improvement) .
(“Low” rating is an indicator of “poor performance”, leading to “low motivation”, or “low capability”). It is therefore very necessary to ascertain the reason of “Poor” performance.
Appraisals happen annually, are essential for promotional decisions, employee transfer, trust and retention, and overall holistic Organisation and employee development.
2. Dimensions of Performance Management
The various dimensions of performance management as discussed as below:
a) Motivation & Interest
An employee’s motivation and interest in his/her everyday responsibilities is important when evaluating his/her performance. Motivated employees often have sound attendance records, are rarely late and only infrequently ask for time off. Employees who repeatedly complain about routine tasks or appear unbiased in their work could be detrimental to the entire organization.
b) Job Rotation
To effectively maximize and develop Library staff’s performance, job rotation within the department is an effective way of developing his/her potential and improve technical expertise. Library professionals can use this mechanism for identifying employee capabilities. After working with various line managers, in different situations while on the job rotations, the staff is better equipped with the entire department. This results in better overall annual performance which will be better portrayed and analyzed.
c) Weaknesses/Considerations
When evaluating employees’ performances, we should take note of any specific weakness either in their specific role or in cooperating with other staff members.
d) Adaptability
Having a staff of multi-talented Library professionals is advantageous in filling in for absent employees, cross-training and dealing with high volumes of work. Manager’s evaluation of an employee’s performance should consider that individual’s willingness to learn new skills, take on problems outside his/her realm of jurisdiction and depend on the response to requests. Employees who stay grounded within their own sphere of production can often be detrimental to group production.
3. Avenues of Library Professional’s Performance Management
Fig. 1 shows the avenues of Performance Management. Performance management should serve as a vital module, a competency model one, that is of interest to both the organization and the employee.
The procedure at any organization starts with “Setting of performance goals along with organizational plans, delegating responsibilities to team followed by coaching, motivating, recognizing efficiency, effectiveness and evaluating performance and career development planning” . It is all a strategic performance circle and all the avenues are interlinked.
In a Holistic PMS in a Library, Supervisors need to develop a strategic PMS where :-
a) Employees should be actively involved in the evaluation and development process.
b) Realistic, strategic goals and Key Result Areas (KRAs) must be mutually set and clarified.
d) Supervisors must be aware, and have knowledge of the employee’s job categories.
e) Employees should feel the motivating and recognition prevalent factor present in all departments.
f) A good PMS demarcates a sound career development planning.
4. Planning Performance for Role Clarity, Leadership Development and Setting Goals
Fig.2 : depicts how an efficient PMS structure is progressed through performance planning and goal setting, an efficient competency model along with a sound good leadership structure and a sound performance appraisal or reward system – all these together makes a very superior performance management system.
4.1 Why Performance needs to be planned for a proper library to function properly?
Planning for performance and setting your organisational goals is the first step in ensuring that the employees give quality inputs that will ensure the output expected from him.
Planning gives a sense of direction and ensures job satisfaction as an ultimate goal in the library. The library staff gets motivated to outcast his/her technical expertise more when he/she judges that a proper performance planning is being done for him/her.
A competency model organizes the competencies needed to perform successfully in a particular work setting, such as in the library setup. Competency models can be used as a resource for evaluating employee performance.
Performance planning also signifies a systematic outlining of the activities that the library employees are expected to undertake during a specified period (for e.g., Six-monthly, Annually) so that he is able to make his best contribution to developmental and organizational outcomes. The activities thus outlined are indicative of the nature of contributions the staff is expected to make to the departmental goals .
A good performance management system indicates the quality, magnitude and technical contributions the staff is expected to make at certain stipulated time dimensions and the relative emphasis to be placed on different activities annually.
4.2 KRAs and performance appraisal and competency modules
Annual Performance Appraisal exercises or Competency Modules provide good opportunities for overall quality team work. The modules reflect on the following:
– Task analysis
– Key performance areas (KPAs)
– Key Result Areas (KRAs)
– Performance Target Identification
– Team plans
– Goal setting exercise
– Time-management exercises
– Meeting deadlines
– Out of the box activities
– Team leadership
4.3 Need for clarity of roles in Library
Any organization interested in its growth has to be dynamic, creating challenges for themselves and making an impact for their environment. Thus if an organization or a department in the organization says that the library is dynamic, it is in a process of constant change either in response to its own needs and growth plans or in response to the environmental changes. A clear understanding of the roles, objectives and responsibilities of the staff with subject to various KRAs is highly suggested.
4.4 KPA’s as mechanisms of role clarity and development
Key Performance Areas (KPA) may be defined as the important or critical categories of functions to be performed by any role incumbent, over a given period of time. These categories of functions should be so defined that the performance of any employee can be assessed meaningfully for any given period of time. In addition, these functions should specify what the employee would be doing rather than what results are expected from him. An example of KPAs is:
Determining KPAs for a Library professional
• Identify knowledge resources to be procured on priority for library collection modifications
• Identifying service to offer for users
• Developing new service for users
• Measuring effectiveness of library services
5. Types of Performance Management
Performance Management enlists few methods as follows:
This format of performance appraisal is a method which is involved identifying and describing a specific incident or a critical incident where employees performed well or that needs improvement during their performance period.
ii. Weighted checklist method
In this style, performance appraisal is made under a method where the jobs being evaluated are based on descriptive statements about effective and ineffective behavior on jobs.
iii. Paired comparison analysis
This form of performance appraisal is a good way to make full use of the method of options. There will be a list of relevant options. Each option is in comparison with the others in the list. The results will be calculated and then such option with highest score will be mostly chosen.
This Graph format is considered the oldest and most popular method to assess the employee’s performance. In this style of performance appraisal, the management just simply does checks on the performance levels of their staff graphically and sometimes holistically.
The performance appraisal of ranking is used to assess the working performance of employees from the highest to lowest levels. Managers will make comparisons of an employee with the others, instead of making comparison of each employee with some certain standards.
vi. Management By Objectives (MBO) method
MBO is a method of performance appraisal in which managers or employers set a list of work objectives and finally make rewards based on the results achieved in these categories only. This method mostly cares about the results achieved (goals based on the particular objectives) and appraisals are done annually, but performance assessment, gap analysis, training needs, succession planning, team building approach of employees…. are not taken care of. Hence it is not a highly recommended PMS in modern scenario.
vii. Forced ranking (forced distribution)
In this style of performance appraisal, employees are ranked in terms of forced allocations. For instance, it is vital that the proportions be shared in the way that 10 or 20 % will be the highest levels of performances, while 70 or 80% will be in the middle level and the rest will be in the lowest one.
viii. Behaviorally Anchored Rating Scales (BARS)
These scales combine major elements from the critical incident and graphic rating scale approaches. The employer-appraiser rates the employees-appraise based on parameters on the scales, but the points are examples of actual behavior on the given job rather than general descriptions or traits. Behaviorally anchored rating scales specify definite, observable, and measurable job behavior.
Examples of job-related behavior and performance dimensions are generated by asking participants to give specific illustrations on effective and ineffective behavior regarding each performance dimension. These behavioral examples are then retranslated into appropriate performance dimensions.
Those that are sorted into the dimension for which they were generated are retained. The final group of behavior incidents are then numerically scaled to a level of performance that each is perceived to represent. The incidents that are retranslated and have high rater agreement on performance effectiveness are retained for use as anchors on the performance dimension. The results of the above processes are behavioral description, such as anticipate, plan, execute, solve immediate problems, carries out orders, and handle emergency situations.
This method has following advantages:
– It does tend to reduce rating errors.
– It assesses behavior over traits.
– It clarifies to both the employee and rater which behaviors connote good performance and which connote bad.
ix. 360 degree Feedback system in HR Management
The 360 degree performance appraisal method involves performance assessment feedback and report from both the supervisor and the supervisee and fellow peers and colleagues. This is the most prevalent PMS feedback method applicable in today’s world for a good structured functioning of an organization. Other names for 360 degree feedback are multi-rater feedback, multisource feedback, full-circle appraisal, and group performance review appraisal.
The feedback provides insight about the skills and behaviours desired in the organization to accomplish the mission, vision, goals and values of the organization.
The purpose and benefits of 360 degree method are:
a) Team Development: Helps team members learn to work more effectively together. It generates higher levels of trust and better team cohesiveness and communication.
b) The judgmental errors of the supervisors are eliminated as the feedback comes from various sources.
c) Holistic Clarity to understand each employees’ strengths and weaknesses.
d) Holistic feedback from peers, reporting staff, co-workers, and management supervisor
e) Participation: More people participate in the process, hence it is time saving process.
f) People get more judgmental feedback, try to improve on work quality and work flow.
g) 360 degree feedback makes team members more accountable to each other as they share the knowledge that they will provide.
h) Training Needs Assessment: Multirater feedback provides comprehensive information about n organization training needs
i) Professional growth & career evaluation and development: Individuals can better manage their own performance and.
j) Responsibility for Career Development: Multirater feedback can provide excellent information to individuals about what they need to do to enhance their career.
Example:
In a library environment, 360 degree feedback is now-a-days taken as the most comprehensive module for performance assessment. Organization’s management usually wishes to take feedback from both the departmental head as well as staff members. This approach provides a tool to the management to assess individual’s ability and directional measure towards future growth. In this approach, the HR department develops two separate forms with different questions for library staff and librarians. While librarian assesses the quality of each of the library staff highlighting their strengths and weaknesses, e.g., user handling, reference services, e-resource collection, circulation desk management, document processing, etc., the library staff also assess librarian in terms of leadership quality, decision making powers, conflicts resolution ability, etc. In this method, each of the staff members including librarian gets adequate and proper feedback about their ability and lacune which helps them to grow faster professionally.
6. Performance Appraisal Process
a) Performance Appraisal planning: Job description and KRAS (Key Result Areas):-These should evolve out of job description and KRAS (Key Result Areas).The performance planning should be clear, strategic and objective enough to be understood and measured.
b)Performance reviewing or Progress review: Organizations usually have a six-monthly and annual reviews in which the employees’ performance is reviewed; based on achievements and fulfillment of his “targets” as well as for overall performance, he/she is appraised. The process combines both self-review as well as a review by the reporting officer. Measurable achievements are rated and causes for mistakes are detected and analyzed. The attempt in this step is to note deviations between standard performance and actual performance. One of the most challenging tasks managers face is, to present an accurate appraisal to the subordinate and then have the subordinate accept the appraisal in a constructive manner, which reflects on their futuristic work flow and, subsequent performance.
c) Performance feedback and Evaluation: This is a very important step in which the appraiser and employee sit in discussion about areas of improvement and about his levels of contribution, expected performance achievement, etc. in the organisation in a 360 scale. Along with transparent discussions, the need for training and development is also identified and categorized along with all relevant measures of overall performance.
d)Compensation and Rewarding good performance: When an organization recognizes an employee’s contribution and rewards him for it, the employee strives to do better because of this motivation and “Employee recognition” scheme.The motivation of an employee is determined when his good performance is recognized and rewarded. It could directly influence the self-esteem of a person. It is very sensitive in enhancing his achievement orientation too.
e)Potential Appraisal: The employee’s lateral and vertical movement is influenced by this factor. “Competency mapping” and Employee assessment techniques need to be carried out for successful appraisal. This needs to include crucial points such as “Job rotation” and “Succession planning”.
f)Performance improvement planning: This calls for setting of new goals and deadlines for employees for the next year. Key areas of improvement are made visible to the employee and he is also assigned a stipulated deadline for the same. He must show improvement within the jointly finalized and mutually accepted time-frame.
g)Corrective Strategy: (The misses) =The final step in the appraisal process is the initiation of “corrective action or strategy,” if necessary. We need to take proactive steps for corrective strategy and immediately initiate action.
7. Methods of Performance Management – Corporate Library Management
The following actions are included in corporate performance management systems:
a)Development of precise job descriptions and creating detailed employee performance plans inclusive of their performance indicators and key result areas (KRA).
b)Setting up a strong selection process in lines with the company policies so that the right candidates are selected for the job.
c) Discussing and setting performance standards to measure productivity and output set against benchmarks that have been predefined.
d)Giving the employee feedback and coaching on a continuous basis right through his performance delivery period.
e) Catering to development and training needs by measuring productivity and performance quality.
f) Having discussions on the employees’ quarterly performance and evaluating them based on the performance plan.
g) Developing and implementing a set rewarding and compensation system for employees who excel in performance benchmarks.
h) Facilitating guidance sessions, career development support and promotional discussions for employees on a regular basis.
i) Holding comprehensive “Exit interviews” to find out the reasons for an employee’s discontentment with the company and the reason for his or her departure.
8. Planning for Success- Academic Library Management
Source: Compiled in blog by Stage 1 – Planning for Success ( Part 6 of 10 of HRSG’s Guide to Performance Management through Competencies )… Monday, 10 September
2012
Whether you are a Library Manager or any Evaluator, Planning performance evaluations, or measuring 1 to 1 annual performance reviews, there are several key factors your “Employee evaluation” should focus on.
Fig 3. shows us the basic 3 steps of PLANNING related to PROGRESS REVIEW and related to FINAL EVALUATION of employee and the small queries we need to follow and be aware of.
- Planning: What must be achieved? To what standard? What competencies are needed? What development is required?
- Progress Review: How am I doing? Can I do better? Does anything need to change?
- Evaluation: How did I do? How can I do better? What have I learned?
8.1 Example: self evaluation questionnaire
Write down the Questions in Fig. 3 and answer them with respect to your department.
A. Planning
B. Progress Review
C. Evaluation
The following milestones are to be followed:
a) Non-performance will not be tolerated and will be measured every 3 months.
b) Every action/movement is subjected to a measurable deliverable.
c) Salary and increment are performance linked; higher the responsibility and performance, greater shall be the reward.
d) It should be the Endeavour of every such Supervisor to present the truest possible picture of the appraised staff regarding his/her performance, conduct and potential.
e) Every staff on pay-roll shall undertake this exercise of completing PMS with a strong sense of responsibility.
f) For better positive energy flow and internal team bondage development, after a staff joins the Company, the Performance Assessment programme will be followed as below:-
– Monthly Self-Appraisal (Monthly reporting to Supervisors only)
– 6 months (half-yearly PMS ) for all staff
– 12 months (annually Performance Appraisal) for all staff along with final HR rating and percentage increment.
9. A Reference Example of an Annual Employee Performance Management Form
Employee Performance Evaluation (Circle the appropriate response)
Please write the specific KRAs (Key Result Areas) you have in your JD(Job Description) before you start the process in the following points .
1.__
2.__
3.__
The Performance Management objective parameters :-
A. Cooperation
1. Willingness to assist co-workers ____
2. Attitude when work needs to be repeated ____
3. Adaptability when schedule suddenly is changed ____
4. Willingness to work extra hours ____
Comments:
B. Interpersonal Relationships
1. Maintains a positive relationship with the management team ____
2. Maintains a positive relationship with other workers ____
3. Listens effectively ____
4. Is a team player and participates with others to accomplish the task at hand ____
Comments:
C. Initiative
1. Sees when something needs to be done and does it ____
2. Seeks help when needed ____
3. Demonstrates a “self-starter” attitude ____
4. Helps out to achieve the overall goals of the farm ____
5. Makes practical, workable suggestions for improvements ____
6. Commitment to self-improvement ____ Comments:
D. Dependability
1. Can be counted on to carry out assignments with careful follow-through and follow-up____
2. Meets predetermined targets or deadlines ____
3. Can be counted on to overcome obstacles to meet goals ____
4. Can be counted on to adapt to changes as necessary ____
5. Can be counted on for consistent performance ____
Comments:
E. Attitude
1. Offers assistance willingly ____
2. Makes a positive contribution to morale ____
3. Shows sensitivity to and consideration for others’ feelings ____
4. Accepts constructive criticism positively ____
Comments:
F. Judgment
1. Demonstrates good judgment in handling routine problems ____
2. Analyzes decisions before implementing them ____
3. Has the ability to work under pressure ____
Comments:
G. Specific Job Skills
1. Has appropriate knowledge of “domain” it relates to his/her specific jobs ____
2. Has appropriate skills in Computers /Software ____
4. As new ideas or technologies are introduced, is able to learn and use them appropriately ____
5. Other (specify):
H. Communications (Written or Oral)
1. Reports necessary information to coworkers ____
2. Maintains effective communication with co-workers.__________
3. Keeps and maintains all necessary written information that might be required by a specific assignment ____
4. Work station Language fluency :-
Comments:
I. Productivity
1. Work completion is consistently high ____
2. Can be counted on for overtime or extra ____ effort as needed to meet the Company goals ____
3. Makes effective use of resources available to accomplish all assignments, avoiding waste ____
Comments:
J. Attendance and Punctuality
1. Promptness at the start of the work day ____
2. Attendance record ____
3. Stays as late as necessary (within reason) to complete assignment and/or current activity (not a clock watcher)
4. No of Days Sick:______
Comments:
K. Organizational Skills
1. Performs tasks in an organized and efficient manner ____
2. Handles multiple activities simultaneously ____
3. Makes effective use of time (not merely busy) ____
Comments:
10. Difference between Performance Management and Performance Appraisal
The difference between performance management and performance appraisal is given below:
| Performance Appraisal System | Performance Management System |
| 1. Emphasis is on relative evaluation of individuals | 1. Emphasis is on holistic performance improvement of individuals, teams, department and the organization. |
| 2. Emphasis is on ratings and evaluation. | 2. Emphasis is on performance planning, analysis, appraisal and development. |
| 3. Performance rewarding and recognition is a critical component. | 3.Performance rewarding and recognition may or may not be an integral part. Defining and setting performance standards is an integral part. |
| 4. Designed and monitored by HR department. | 4. Designed by HR department but could be monitored by the line departments. |
| 5.Ownership is mostly with HR dept. | 5. Ownership is with line and HR department. |
| 6. Focus on identifying development needs at the end of the appraisal year. | 6. Focus on identifying development needs at the beginning of the appraisal year. |
| 7. Linked to promotions, salary increments, transfer, training and development inventions. | 7. Linked to performance improvement and through them to other HR decisions as and when necessary. |
11. Key Benefits of Performance Management Systems
In short, successful implementation of performance management systems can result in overall benefit of the organization, the manager and the employee.
a) It improves overall performance of the organization and increases employee loyalty and retention.
b) It directly contributes to enhanced performance and better productivity levels.
c) Career paths are defined and it promotes job satisfaction and a positive mindset.
d) It improves productivity of the company, also delivers cost advantages, clear accountabilities and overcomes communication barriers in the organization.
e) It saves on a lot of precious time and reduces conflicts within the Library team or department
f) It increases efficiency levels of Library team members and motivates better, consistent high performance.
g) It clarifies all the expectations of an employee including his exact role and KRA, and provides an opportunity for self review, assessment and introspection.
12. PROBLEMS IN PERFORMANCE APPRAISAL
It many organisations, senior managers impartially standardize the PMS criteria upon which their subordinates will be appraised. In spite of our recognition that a completely error-free performance appraisal should be there, still a number of errors significantly follow :
i. Leniency Error :
Every Supervising Evaluator has his/her own rating standard against which appraisals are made. When evaluators are positively lenient in their appraisal, an individual’s performance is rated higher than it actually should be. Similarly, a negative leniency error evaluates low performance, giving the individuals a lower appraisal.
ii. Low Appraiser Motivation:
Certain Supervising evaluators are reluctant to enhance an employee promotion and future succession planning opportunities and hence he might be reluctant to give a realistic appraisal. There is structural corporate evidence that it is more difficult to obtain accurate appraisals when important rewards and overseas promotions depend on the performance results.
iii.Halo Effect :
The halo effect or error is a tendency to rate high or low on all factors due to the impression of a high or low rating on some specific factor. For example, if an employee tends to be conscientious and dependable, the supervisor might become biased toward that individual to the extent that he will rate him/her high on many desirable attributes.
iv. Similarity Error:
Many Supervising evaluators rate their team members in the same ways to keep the team members happy. Again based on the perceptions that evaluators have of themselves, they project those perceptions onto others. For example, some Supervising evaluators who perceives themselves as aggressive may evaluate others by looking for aggressiveness. Those who demonstrate this characteristic tend to benefit, while others are penalized.
v. Central Tendency:
Central tendency is the reluctance to make extreme ratings (in either directions); the inability to distinguish between and among ratees; a form of range restriction. In this case, the appraise evaluation are down rated.
13. Performance Counseling
“Counseling” provides an indispensible and obligatory opportunity to the supervisor to give feedback to the subordinate on the performance and performance related behavior. The main objective of “Performance Counselling” is to help the employee to conquer his/her weaknesses and to strategies and innovate his strengths.
In this sense, it is a developmental process where the employer or supervisor and the employee or subordinate discuss the past performance with a view of improvement and become more effective in future.
Performance Appraisal reports serve as a “Guideline” for discussion. One of the specific effects of this dynamic interaction is the identification of “Training needs and Assessment”.
The process of Counseling:-
a) The counselor should be diplomatic and helpful rather than be critical and accuser.
b) The subordinate should feel comfortable to participate without any hesitation. Both negative and positive feedbacks should be clarified and communicated in closed-door conversation.
c) It should focus on intricacies of official reports and be time bound. Delayed feedback is neither helpful nor effective.
d) A climate of openness and trust is extremely necessary.
e) The focus should be on the work-related problems and KRAs, rather than personality or individuals likes or dislikes.
f) It should be devoid of all discussions on salary, reward and punishment. Any discussion on compensation changes the focus from performance improvement to the relationship between performance and reward.
g) “Counselling Technique” and “Corrective Strategy”- Many supervisors are hesitant to initiate performance counseling sessions because the subordinates may raise uneasy questions for which they may not have answers. Or they may question their judgments and decisions which may lead to argument, debate and misunderstanding. That is why there is a need to train supervisors in the “Techniques of Counseling sessions” . A “Councelling Technique” could be to start the interaction by asking “Tell me how you think you are doing in your job and share your overall experiences”.
h) Hit and Misses of the job: – This provides an environment for the subordinate to share about his part of performance he wishes to share first. The indispensable and obligatory feature is to provide an employee an opportunity to open up and share his experiences, his hits, his misses in the job, which the supervisor should be able to listen and then process and provide elementary feedback (Corrective Strategies) to him and slowly step down his KRAs where he might have rated a bad score in his Performance Appraisal.
14. Summary
Analyzing performance is concerned with setting objectives for individuals, monitoring progress towards these objectives on a regular basis in an atmosphere of trust and cooperation between the appraiser and the appraisee. Well designed appraisal systems benefit the organisation, managers and individuals in different ways and need to fulfill certain key objectives if they are to be successful.
PMS should be well designed and planned to focus employees on both their short and long-term objectives, KRAs and career goals and also pave the path for probable succession planning. It is also important for library managers to be aware of the performance problems associated with performance management systems of their staff. One major outcome of performance management of a Library department is identification of the potential of the employee’s skills and abilities not known and utilized by the organization.
The distinct advantage of a thoroughly carried out PMS is that the organization is able to identify individuals who can take higher responsibilities and initiate duties without obstructive gaps and loopholes.
References
- Comments: ( contributions from Formal Performance Appraisal Evaluation Form,HRM-7-97,Kenneth D. Simeral, Ohio State University)
- Compiled in blog by Stage 1 – Planning for Success (Part 6 of 10 of HRSG’s Guide to Performance Management through Competencies)… Monday, 10 September 2012.
- Contributions from Formal Performance Appraisal Evaluation Form, HRM-7-97,Kenneth D. Simeral, Ohio State University)
- Contributions from http://www.sibson.com/uploads/2010-Study-of-Performance-Mangement.pdf, accessed on 20 April 2013
- Formal Performance Appraisal Evaluation Form,HRM-7-97,Kenneth D. Simeral.
- HR MANUAL by HRD Consultant, Mrs. Pritha Bhattacharya, MAMTA HEALTH INSTITUTE FOR MOTHER AND CHILD, NEW DELHI, OCTOBER 2009.
- http://www.sibson.com/uploads/2010-Study-of-Performance-Mangement.pdf, accessed on 2 July 2013
- Ohio State University Fact Sheet,Agricultural Economics,2120 Fyffe Road, Columbus, OH 43201-1066
- Rao, T.V., (2004) Performance Management and Appraisal Systems, HR Tools for global competitiveness New Delhi, Response Books.p. 330
- References from http://www.kraniumhr.com/, accessed on 23 February 2013
- The Successful Manager’s Handbook; Personnel Decisions Inc., 1996.