Week 4 - Q 1 Chap 4 101

A basic premise of performance management is that of no surprises at the end of the

appraisal period. This can be done by guiding, coaching and continually providing
feedback throughtout the period. What are your thoughts if one of your subordinates
causes you concern with a issue or two but was not previously discussed. Is it okay to
bring it up for first time on the performance appraisal?

The time for discussion is after the appraisal meeting. During your appraisal you are
discussing thing you have accomplished or need to work on during the previous year.

Clarifying organizational and personal values can be an effective exercise, but often it
ends up as a futile process of navel gazing that adds nothing to the organization's
health or bottom line. There is some value for values clarification. Read about how to
get it.

The basic premise in performance management is that an employee must know

what is expected of him or her to be a highly effective performer. This is done by
the supervisor and the employee collaborating to develop individual performance
plans. Individual performance plans, to be most effective, directly stem from Office
work plans. A good Office work plan lays out program and project objectives of the
Office for the fiscal year. From Office work plans a supervisor can develop
Individual Performance Objectives (IPOs) and Team Performance Objectives
(TPOs).
The emphasis is on communication and adapting to the inevitable changes that
occur during the year.

Marginal performance requires substantial monitoring and close

supervision to ensure progression toward a level of performance that
meets expectations. Although these employees are not currently meeting
expectations, they may be progressing satisfactorily toward a level 2 rating
and need coaching/direction in order to satisfy the core expectations of the
position.
The Performance and Staff Development Program provides for periodic appraisal of staff. The
appraisal process is designed to encourage constructive dialogue between staff members and their
supervisors, to enhance the staff member's professional development, to clarify job responsibilities
and performance goals/expectations, to enhance the staff's member's professional development, to
assure that job performance and accomplishment information is recorded in each staff member's
University employment history, and to provide a basis for decisions on compensation
Week 4 - Q 2 Chap 4 111

Discuss (beyond what the books states) at least three of the common rating errors as
outlined
in figure 4.1 of your textbook.
Week 4, Q 3 Chap 4 111
Should an individual be asked to complete a self-appraisal prior to the supervisor
completing the appraisal? If so, to what extent does the supervisor consider it in the actual
appraisal? If not, why not?
By completing a self-evaluation in its entirety, the employee
provides the basis for an informative discussion of how he or she
views individual performance during the past appraisal period.
 This self-appraisal completed prior to your meeting with your
supervisor should objectively reflect how you view your past
performance based on the goals and objectives communicated to
you during the past appraisal period. The worksheet is designed
to be an aid in discussions that lead to increased activity within
the company.

The following explanation of terms may be helpful to you when

considering information to be put on a self-evaluation.

Key Areas of Responsibility -- Ask yourself the question, "What

were my assignments during the past appraisal period?" The
answer should include your major responsibilities for the past year
as you understand them; e.g., the kind of work done, the number
of people directly supervised, the amount of authority to make
decisions, project objectives, goals, special assignments, and so
on.

Principal Accomplishments -- Another question to ask is, "What did

I accomplish on these assignments?" This answer should address
the principal accomplishments that you associate with your key
responsibilities. The list should include accomplishments related
to major goals and objectives of the past appraisal period.

Importance -- Then ask yourself, "What level of importance do I

place on each of these Key Areas of Responsibility?" For the
principal Key Areas of Responsibility, distribute a total of 100
points, assigning the most points to the Key Areas you think were
the most significant.
How Well Was This Accomplished -- Finally, ask, "How well did I do
in completing my assignments during the past appraisal period?"
This is your evaluation of your effectiveness in your Key Areas of
Responsibility. Consider if the accomplishments came up short,
were just met, or exceeded your expectations. Consideration
should also be given to early completion, delays, and so on.

Appraisal uses – TO IMPROVE THE QUALITY OF TRAINING

• The most significant reason for this would be to will assist
the training centre in improving the quality of training
Some employers encourage employees to give their own evaluation of
how they're doing and may also ask employees to rate their
supervisors. You'll benefit by making the evaluation process a two-way
street. Listen carefully to what the employees say. You'll likely learn a
thing or two.
Week Four - Activity 101
Find and cite any article relative to guiding of employees or coaching or providing
feedback (both constructive and positive) within the framework of performance
management either online, newspaper, magazine etc. Provide a two paragraph summary
and what you think about the article and how it does or does not belong within
performance management. Be sure to cite the article. Post it as a thread to this discussion
board.

http://www.hr.ucdavis.edu/supervisor/Er/PerfMgmt
Week 5 - Q 1 - Chap 5