Performance Evaluation Processes Each Company

Performance Evaluation Processes

Each company uses, or should use proper performance evaluation processes. However, in many cases companies' HR responsible or the manager of each department do not use thoroughly organized performance evaluation process. Instead, they use all kinds of procedures that they come up with and that do not apply to the situation or employees in case (Grote, 2002).

The company's evaluation method does not seem to address the areas that most performance evaluation processes address. These areas include: quality, quantity, cost, and time. The manager's evaluation of the engineer's performance does not include quality of work parameters. None of the attributes assessed in this performance appraisal refers to the results of the engineer's work, to whether he reached the established objectives.

The performance appraisal in case does not take into consideration the fact that the engineer has managed to implement a series of novelties within the company and to reduce certain costs. Also, this performance evaluation form does not refer to the time required by the engineer to reach his objectives.

The performance evaluation form in this case does not reach the objectives that such processes are intended to reach. For example, the engineer does not receive useful feedback regarding his work, he is only evaluated based on social skills. This further leads to the fact that the performance evaluation form fails to identify potential training needs of the engineer, because it is built so that it cannot address actual work related issues.

In addition to this, the evaluation in case fails to improve communication between the employee and its superiors. The engineer feel that he is not sufficiently appreciated by his superiors, that his work is not understood and correctly appreciated by top managers. The evaluation form does not disagree with his opinion. In other words, the engineer understands that his superiors are only interested in his social skills rather than his work and benefits that he brings within the company's activity.

1. The performance evaluation should establish how well employees rate in terms of quality, quantity, cost, and time. Based on this evaluation, both the company and the employee should establish what needs to be done in order to correct the errors of the employee, or the rewards that are required in case the employee has reached the objectives established by his superiors or even excelled at his work within the company.

However, given the fact that the employee works within an organization and must be integrated within the team, his social skills are also assessed. But the social skills assessment should only be adjacent to the work performance evaluation. Also, the HR responsible must communicate the results of the performance appraisal to the employee in case, in order for him to realize how he stands and how his superiors consider his work.

Also, the results of the employee evaluation processes should be extended and applied to the entire organization. This means that the problems reported in the activity of the employee have their roots in organizational problems. By assessing the needs of the employee, the HR responsible is then able to assess the problems of the organization also.

Furthermore, the HR manager establishes strategies in order to improve performance. The strategy includes training courses, development sessions, and professional counseling.

B. The main performance evaluation criteria used by companies when evaluating their employees include: productivity, quality, communication skills, interpersonal skills, professional behavior and initiative. The value of each criterion varies in accordance with the object of activity of the company or of the employee in case, with the size of the company, or with the objectives of the company.

Productivity or the quantity of work is one of the most important evaluation criteria. This is because employees have work quantity objectives that must be reached. In case these objectives are not reached within the given period of time, it means the employee has certain difficulties reaching these targets or that the objectives have not been established in accordance with his possibilities.

The quality of work is also an important criterion that is usually taken into consideration when evaluating employees' work. The quality of employees' work is reflected in the quality of the products or services the company produces.

Communication is very important in all work processes, which makes communication skills a very important criterion in assessing employees' performance. When working in a team or when collaborating with several departments, communication must be placed within normal parameters.

The importance of interpersonal skills, professional behavior, and initiative is of lesser importance in comparison with the criteria discussed above. In our company's case, interpersonal criteria seems o be the most important evaluation parameter, while the quality and quantity of work are not taken into consideration as much as they should be.

C. In certain cases, the evaluation process includes supervisors, peers, and subordinates. Each of these categories can provide useful information in assessing the individual in case. For example, supervisors' job consists in monitoring the employees. They are therefore entitled to present their opinion on the employees' work. Peers can also assess the performance of their colleagues because they have the same objectives and are able to realize whether peers are doing their job or not. Subordinates are also able to assess their superiors' behavior.

D. Given their biases and subjective opinion, it is not always a good idea to include supervisors, peers, and subordinates in the evaluation processes. They may have certain interests in presenting a more favorable or a less favorable opinion regarding the work of the employee in case.

E. There are several performance evaluation methods that can be used. The critical incident method consists in the manager writing positive and negative performance of the employee. This method does not allow for organization diagnosis, not being sufficiently complex. The management by objectives method seems to be the most unbiased method in comparison with other method. This is because the manager and the employee establish objectives, and the employee is then assessed on how he reached the established employees. Behaviorally anchored rating scales are also unable to provide a thorough evaluation of the employees' work performance.