Evaluation concepts and applications

Performance Evaluations

In any sector, it is important to conduce performance evaluations to ensure worker productivity and to assess what changes, if any, need to be made to process or administration. According to Lawrence (2004), performance evaluations are important "to monitor employees' performance, motivate staff and improve company morale," (p. 1). Ironically, though, most employees dread evaluations because they can be stressful. The best way to create stress-free performance evaluations is to be clear about the objectives and parameters of the evaluation, prepare fully, and solicit employee input (Miller-Merrell, n.d.).

It is important to set goals and objectives for the company for obvious reasons: the company needs to meet its objectives and employees are integral in fulfilling that aim. In law enforcement, as well, setting goals and objectives establishes role clarity and helps maintain a high standard of performance. Performance evaluations help employees know exactly what is expected of them, while allowing for individual differences in approaches to achieving core goals. Not all employees will approach a problem in the same way. Performance evaluations measure the outcomes, not the methods. Occasionally, the evaluations measure the methods but only when ascription to specific methodologies is absolutely necessary.

Performance evaluations are like any assessment or barometer of progress. They are critical to ensuring goals and outcomes are being met. Human resources will need to know if job descriptions or roles need to change, or if there needs to be a more severe shaking up of personnel. Managers need to have quantitative feedback related to their employees, rather than relying on subjective impressions, which can be biased. On this count, performance evaluations are of strong benefit to the employees as well as to the employer. Quantitative evaluations offer unbiased feedback. Some performance evaluations will be qualitative, but they do allow for the input of employees and colleagues too. When managers receive the feedback, they can offer constructive criticism and recommendations for change.

The aspects of employee performance that should be evaluated depend on the specific job. Each job needs to be outlined in accordance with the official role and task description drafted by the human resources department, and cleared also with managers. Once a list of roles and tasks has been clearly delineated, then a performance evaluation may be developed. The evaluation will consist of all the parameters specific to the job. For example, an information technology systems manager will be evaluated according to the performance of the network. An employee in the psychology department will be evaluated more in terms of their clients' appraisals and client outcomes. Aspects of employee performance that are universal include absenteeism rates, and evaluations that have to do with maintaining positive morale and organizational culture. It is important to gather information from as many employees as possible when the issue is organizational culture, because not all employees or even managers are " adequately trained to monitor, interview and grade their staff," (Lawrence, 2004, p. 1).