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e: Internal Performance Evaluation System
Purpose of the Evaluation System
For the company Whole Foods, an internal performance evaluation system should be in place to ensure that the company maximizes its success and profitability. A performance evaluation system is necessary in order to implement internal control on the managers who work within the company. There are several reasons for this. It is important to remember that with a formal performance evaluation system the company insulates itself against the risks posed by wrongful termination or discrimination lawsuits, since the company can support all personnel decisions with empirical data. Landy (1978) notes that performance evaluation can also help the company to identify goals, eliminate weaknesses and provide supervisors with accurate measures of subordinate performance, not to mention improving the perception of procedural fairness in personnel decisions.
The industry is the grocery retail industry, and there are a…
BSI. (2014). Balanced scorecard basics. Balanced Scorecard Institute. Retrieved June 14, 2014 from http://balancedscorecard.org/Resources/AbouttheBalancedScorecard/tabid/55/Default.aspx
Cornett, J. (2014). The effects of employee appraisal on motivation. Global Post. Retrieved June 14, 2014 from http://everydaylife.globalpost.com/effects-employee-appraisal-motivation-39381.html
Gjerde, Kathy A. Paulson and Hughes, Susan B. (2007). Tracking performance: when less is more Management Accounting Quarterly. Retrieved from http://www.imanet.org/PDFs/Public/MAQ/2007_Q4/2007MAQ_fall_hughes.pdf .
Landy, F., Barnes, J. & Murphy, K. (1978). Correlates of perceived fairness of performance evaluation. Journal of Applied Psychology. Vol. 63 (6) 751-754.
Performance Evaluation Critique
Several years ago Arrow Electronics instituted an Employee Performance eview (EP) system. However, the process was not providing the CEO. Steve Kaufman, the results that he had hoped for when it was instituted. The original goal of the EP system was to help identify those individuals within the company whose performance was outstanding and whose career should be accelerated. It was also designed to pinpoint those who would be better pursuing their career elsewhere. The EP system created turmoil in the organization as it was felt that managers did not rate their employees fairly and honestly. Neither the managers, nor the employees were happy with the system. The following will critically assess the EP system and will suggest recommendations to improve it.
The evaluations were to be filled out by branch managers regarding their employees. The valuations used a Likert scale that asked the branch…
SCOTT, E. & MADSEN, S. 2009. Evaluation of Managers:
The Challenges of Employee Evaluation of Managerial Staff Through The Use of Performance Ratings. Woodbury School of Business. Working Paper 2-09. [Online]. Available at: http://www.uvu.edu/woodbury/pdfs/workingpapers/Working%20Research%202-09.pdf [Accessed 19 November 2011].
BURTON, P., WU, Y., & PRYBUTOK, V. 2010. Social Network Position and Its Relationships to Performance of IT Professionals. Informing Science: the International Journal of an Emerging Transdiscipline.13: 121-137.
Once this happens, is when these kinds of attitudes can begin to affect others around them.
Compare and contrast at least three common performance evaluation methods used to analyze performance data after it has been gathered.
Three different performance evaluation methods include: self-evaluation, the 360 degree approach and critical incident analysis. Self-evaluation is when the employees will rate their performance. This can be used with the manager's evaluation to understand what areas are being overlooked by the individual. The 360 degree evaluation is when other departments inside the organization are reviewing the performance of the employee. In this case, the basic idea is to receive different viewpoints about what issues are affecting employee performance and to identify the strengths of the individual. This is different from self-evaluation by not seeking out the opinions of the person being evaluated and it is studying other beliefs in the process. Critical incident analysis…
Performance Appraisal Biases. (2012). Management Study Guide. Retrieved from: http://www.managementstudyguide.com/performance-appraisal-bias.htm
Anderson, a. (2012). Methods of Performance Evaluation. Chiron. Retrieved from: http://smallbusiness.chron.com/methods-performance-evaluation-1869.html
Performance Evaluation Methods for Instructors:
Similar to the workplace, performance evaluation is an important aspect for the classroom environment in which the instructor is the rater and the students are the ratees. In today's classroom, instructors use basic combination of papers, tests, exams, cases, and class participation as the basis for assessment and then provide the formal appraisal in the form of a grade. Notably, a comprehensive student appraisal consists of various methods of evaluating performance in order to obtain a wider picture of the student's needs and the areas he/she needs improvement. In addition to providing a broader perspective on student's performance, the use of various performance evaluation methods enables the instructor to make recommendations to support the development of the student. In Human esource Management, there are various performance evaluation methods that have been developed to help employers in assessing the performance of their employees. In the same…
"Alternative Assessment." (2004). Assessing Learning. Retrieved September 26, 2012, from http://www.nclrc.org/essentials/assessing/alternative.htm
Nowack, K.M. (n.d.). 360-Degree Feedback: The Whole Story. Retrieved September 26, 2012,
"What Should Parents Know About Performance Based Assessment?" (2010). Project
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,…
Lawrence, P. (2004). The importance of having a performance appraisal program. The Trusted Professional 17(4): Retrieved online: http://www.nysscpa.org/trustedprof/1104/tp29.htm
Miller-Merrell, J. (n.d.). Why are performance reviews important? Do they really work? Retrieved online: http://blog.eskill.com/important-performance-review/
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…
1. Grote, D. (2002). The Performance Appraisal Question and Answer Book: A Survival Guide for Managers. Retrieved August 30, 2010 from http://books.google.ro/books?id=rLPEs4wveyUC&printsec=frontcover&dq=performance+appraisal&source=bl&ots=xAJaXFjNJJ&sig=BOOG6SPpFcHa_pSE7GHYcZfYwVQ&hl=ro&ei=nxd8TIuMHNm5jAfm1d3TDg&sa=X&oi=book_result&ct=result&resnum=11&ved=0CFYQ6AEwCg#v=onepage&q&f=false .
It transpired that this referred to my ability to use communications technology effectively and to the best of my ability. Besides many positive points about my working performance it was pointed out to me that I was not making adequate use of the internet and email as well as networking software to increase my contacts and sales.
I was at first embarrassed by what appeared to be stern criticism of my work. My superior however was quick to point that this was not a criticism but rather an aspect of my work profile that could easily be addressed. He added that if I was to improve in this area my next assessment may lead to a promotion.
I have benefitted from the evaluation in a number of ways. In the first instance instead of feeling devalued, the assessment in fact bolstered my sense of self-motivation. I felt galvanized to improve…
Unfair performance evaluations - lower productive employees getting good reviews because they are friends with management staff.
Unfair performance evaluations can do a lot of damage to an organization. They lower morale among those employees who are disadvantaged by the favoritism will ultimately develop higher intentions to quit and this can led to increased employee turnover. Effective use of an evaluation program has been shown to be able to reduce stress and an employee's reduce their intentions to quit and turnover rate (Avey, Luthans, & Jensen, 2009). There are many problems associated with traditional performance appraisals which have prompted the development of newer systems. The 360-degree evaluations has emerged and the feedback that an employee gains in this system is far more comprehensive that the traditional model. Not only does the employee receive the same top-down evaluation, but in addition they also receive evaluations from their peers as…
Avey, J., Luthans, F., & Jensen, S. (2009). Psychological capital: A positive resource for combating employee stress and turnover. Human Resource Management, 677-693.
As a consequence, investors may suffer.
Importance of the Study
It is necessary and pertinent to discuss the importance of any study, and this particular study is important to many people across many countries. Not only does it have importance for people who are trusting people with their pension and hedge funds in Germany, but it also has importance for people who are considering a career working with these funds and those who are currently serving in the capacity of brokers and advisors. The reason behind this is that hedge funds are not going to disappear, and people have to understand how they work and what they are for so that they do not harm their own investments or others' investments moving forward. It is possible that, in the future, new and better ideas for pension funds and hedge funds will come about.
Also important is being able to identify…
80 years of social insurance. (2004). eska sprava socialniho zabezpe-eni. Retrieved October 29, 2008, from: www.cssz.cz/NR/rdonlyres/4A1C1E3E-2A27-49F6-A9BD-F863C843731A/0/publikace_80letSP_aj.pdf
Accredited investors. (2000). U.S. securities and exchange commission. Retrieved October 29, 2008, from: http://www.sec.gov/answers/accred.htm
Bacon, C. (2007). Advanced portfolio attribution analysis. London, England: Risk Books.
Bertot J. (2001). Measuring Service Quality in the Networked Environment: Approaches and Considerations. Library Trends, 49(4):758-775.
Financial -- Above par
Strategy Implementation -- Above Par
Customer Satisfaction -- Below Par
Control -- Par
People -- Above Par
Standards -- Above Par
Overall Evaluation -- Above Par
The overall approach for feedback is to be honest. You are an adult, dealing with an adult. We need to treat it like a management issue, not a human resources issue. Optimizing the customer service score, for example, may not be the best way to run the branch.
The approach is to walk through each of the points on the form one by one initially, giving more or less equal time to them all. So there will be an initial, structured sequence that we use, and we would want to use the same one for all of our managers. But after that, the discussion needs to be unstructured, because that is where the really good exchange of ideas comes…
Davila, A. & Simons, R. (1997). Citibank: Performance evaluation. Harvard Business School 9-198-048
Human resource is a function in companies that are designed to maximize the performance of employees in line with strategies that are stipulated by the employers. It is focused on how employees are managed within the companies focusing on systems and policies (Collings & Wood, 2009). The human resource units and departments are responsible for activities such as employee development, recruitment and training, rewarding and performance appraisal. This essay endeavors to talk about human resource management and assess the impact of labor markets, cultures, and nature of globalization on human resource.
Compare and contrast the differences between international and domestic HM.
First, domestic human resource management is concerned with managing personnel in one nation while international human resource management is concerned with managing employees from different countries. They may include those from the host country, company's home country, and employees from the other countries. Secondly, domestic human resource management is…
Collings, D.G., & Wood, G. (2009). "Human resource management: A critical approach." In D.G. Collings & G. Wood (Eds.), (pp. 1-16). London: Routledge.
Mathis, R.L., & Jackson, J.H. (2003). Human resource management (10th ed.). Mason, Ohio: Thomson/South-western.
Mondy, R.W., Noe, R.M., & Gowan, M. (2005). Human resource management (9th ed.). Upper Saddle River, N.J.: Pearson Prentice Hall.
Rowley, C. (2008). Globalizing international human resource management. London: Routledge
Job Evaluation Skit
Damian, the narrator: Let's face it: Job evaluations usually fall somewhere between high drama, comedy, and having your teeth pulled. That's mainly because most bosses and employees approach job evaluations in the wrong way. Attitudes towards the job evaluation, as well as misunderstandings about the purpose of the evaluation, can lead to a great deal of unneeded anguish for both the reviewer and reviewee. Let's watch this interaction between Knowlton, a new employee and Jessica, his boss, to see exaclty what can go wrong at job evaluation time. Here's a hint: Try to discover what Jessica and Knowlton's underlying attitudes about the job evaluation.
Jessica is sitting behind a desk, with Knowlton's work evaluation sitting in front of him. Jessica's attitude is pompous and condescending. Knowlton seems nervous, and is jumpy and twitchy).
Jessica, boss: ell, it looks like it's job evaluation time again, Knowlton (smiling condescendingly).…
Office Space. 1999. Director: Mike Judge. Starring: Ron Livingston, Jennifer Aniston.
Managers and Performance Evaluation
The fact that so many managers dislike performance evaluation is as old and common as human nature itself. Performance evaluation is so disliked by so many because it requires that one take a long and hard look at oneself and engage in the process of problem-solving and making changes. Finding solutions and making changes are two of the most difficult challenges to face human beings because it forces them to dig deep and engage in a process that doesn’t always have the clearest of steps and which may or may not be successful. However, performance evaluations are necessary because they force leaders in the workplace to make necessary changes and to find solutions for problems that are undermine the growth, development and success of the company. Regardless of a manager’s discomfort, performance evaluations at regular intervals are crucial to the success of the company. This paper…
ABC power when doing their performance evaluations. The first problem is they are attempting to use one form for both exempt and non-exempt employees. In the performance appraisal arena one size just doesn't fit all. "The best approach is to have separate forms designed for the four key job families: Managerial/Supervisory, Professional/Technical, Administrative / Operations, and Sales. Appraisal forms should assess only two areas: behaviors and results" (Grote, 2001).
In other words they should focus on the how and the what of job performance.
The first part of the appraisal form should be dedicated to evaluating the individual's performance against the competencies that an organization has determined as vital to success. Competencies is the encompassing term that is used to portray those abilities, talents, proficiencies, qualities, attributes and aptitudes that associate with superior job performance and predict success in organizational life. The best way to assess any person's performance in…
Berg, S. (n.d.). Should pay raises be tied to performance? Retrieved from http://www.courtsideconsulting.com/Documents/Perf%20reviews%20and%20pay%2
Grote, D. (2001). Is there a perfect appraisal form? Retrieved from http://www.groteconsulting.com/resources/pdfs/HR_Briefing -
The company leaders should however provide the training and development opportunities for their teams and make good on that commitment. The aspect of keeping commitments to employees, even when it is costly and hard to do in circumstances including the development of new performance management systems, is a necessary cost of consistency and leadership for higher performance (Castellano, oehm, 2001). Once Angus and his team have been able to complete these initial tasks, the company can move to the next stage of redesigning their employee performance management system by concentrating on integrating the existing knowledge of performance benchmarks and guidelines into the existing system (Ko, Dennis, 2011). During the initial phase of the original performance management system, this phase of knowledge management and transfer had been completely skipped.
Studies indicate that for a performance management system to work there needs to be metrics and key performance indicators (KPIs) in place…
Joseph F. Castellano, and Harper A Roehm. 2001. The problems with managing by objectives and results. Quality Progress 34, no. 3, (March 1): 39-46.
Sow Hup Chan. 2006. Organizational identification and commitment of members of a human development organization. The Journal of Management Development 25, no. 3/4, (March 15): 249-268.
Coate, P., and K. Hill. 2011. Why Smart Companies Hire Performance Coaches to Turn Managers into Leaders. Employment Relations Today 38, no. 1, (April 1): 35.
Elaine Farndale, Veronica Hope-Hailey, and Clare Kelliher. 2011. High commitment performance management: the roles of justice and trust. Personnel Review 40, no. 1, (January 1): 5-23.
This was accomplished by: breaking down into small teams and having everyone work directly with some of the top executives at the firm (i.e. Steve Jobs). This created an atmosphere that encouraged employees to discuss their ideas and the impact they are having on consumers. It is at this point, that Apple was able to integrate these different ideas into their performance evaluation procedures. (Stone 38 -- 40) (Snell 143 -- 179)
Clearly, the performance evaluation system that Apple is using is helping the firm to attract and retain the best employees. This is because there is a focus on ensuring that all candidates for a position meet: the basic educational and experience qualifications. During the next stage, is when they will be subject to: a series of interviews, a practical exam and other criteria. This allows the company to decide which individuals would be the best choice for…
Griffin, Ricky. Management. Boston: Houghton Mifflin, 2008. Print.
Herbold, Robert. What's Holding You Back. San Francisco: Josey Bass, 2011. Print.
Highhouse, Scott. Stubborn Reliance. Industrial and Organizational Psychology 1:3 (2008): 333 -- 342
Snell, Scott. Managing Human Resources. Mason: South -- Western, 2012. Print.
Furthermore, the customer is most likely not to be biased hence the credibility of the feedback. The sources of information will be integrated by analyzing the data and comparing the feedbacks to determine if they show consistency; before drafting the final report.
The performance appraisal method of evaluating the behavior for rating has a critical technique of analyzing information incorporated. Therefore, in developing the tool, the first approach is to establish the information that is required (Flynn, 2010). Once determined, the questioned are phrased and documented into questionnaires and interviews, which will then be administered to the supervisors, the co-workers and customers for feedback purposes. Additionally, the previous reports on the company's trends will be incorporated to show how the behavioral changes in the department affect the returns of the company. The information gathered is then consolidated into a report for the final scaling which is the report of…
Josiane Fahed-Sreih, (2009) "The HR Scorecard: Linking People, Strategy and Performance,"
Management Research News, Vol. 32 Iss: 3, pp.297-299
Maurer, S.D. (2002). A practitioner-based analysis of interviewer job expertise and scale format as contextual factors in situational interviews. Personnel Psychology, 55(2), 307-327.
Retrieved from http://search.proquest.com/docview/220142693?accountid=35812
Performance Management through the Lens of Keys v. Humana (2012)
Kathryn Keys, former employee of Humana Incorporated, filed a claim of racial discrimination under the Civil ights Acts of 1964 and 1991 (Keys v. Humana, 2012). The U.S. District Court for the Western District of Kentucky sided with the defendant, Humana Inc., in January 2010 and dismissed the case on the grounds that the facts were insufficient to support a claim of racial discrimination under the McDonnell Douglass framework. The McDonnell Douglas framework requires the plaintiff to show that they are a member of a protected class, were qualified to hold the job in question, were treated differently than others not belonging to a protected class or were replaced by an unprotected person, and were harmed by an employment decision. Specifically, the lower court found that Keys failed to show that Caucasian employees who were not fired were indeed performing…
Human Inc. (2012). Well-being starts with us. 2010 & 2011 Corporate Social Responsibility Report. Retrieved 26 Feb. 2014 from http://apps.humana.com/marketing/documents.asp?file=1853059 .
Keys v. Humana Inc., No. 11-5472 F.6th (Fed. Cir. 2012).
Littler Learning Group. (2009). Performance management and corrective action: A resource guide for managers & supervisors. Retrieved 25 Feb. 2014 from http://www.csus.edu/hr/docs/professional/perfmgmtandcorrectiveaction050109.pdf .
Van Bogaert, D.A. (n.d.). New legal battlegrounds for performance evaluations. Retrieved 25 Feb. 2014 from http://myweb.lmu.edu/dbogaert/newlegalbattlegroundspedvb.pdf .
An organization can achieve a competitive edge only and only with the help of its employees. Therefore, it is necessary that right employees are selected then trained and developed and a performance-based reward system. The question then comes to the performance measurement system. In a furniture retail store where I work they stick to the old practice of a meeting of top managers and supervisor who sit down annually and critically review the performance of all customer service personnel. They carry out a thorough examination of employee performance with respect to the goal set for them by the management. In this setting where only goals are there to guide employees and performance appraisal system is vague and subjective, most employees are just interested in meeting their targets and they do not strive to exceed their employers expectations. Performance evaluation should be an evaluation and development tool with the…
Sims, R. (2002). Organizational Success through Effective Human Resources Management. Quorum Books. Westport, CT.
Kreiner, J. (2000). Examining the human Body. The Washington Times. March 18.
Prasad, S., Tata, J., & Thorn, R. (1999). The Influence of Organizational Structure on the Effectiveness of TQM Programs. Journal of Managerial Issue. Vol. 11.
By the nature of their work, they have access to a lot of valuable information that can be used to provide measures in performance assessment systems. Additionally, management accountants are already oriented towards many actions that focus on improving efficient, productivity and profitability. Management accountants therefore have the expertise needed to understand what measures are best aligned with the company's objectives. If they are involved in the development of assessment systems, the systems will be stronger.
For the most part, the measures in performance assessment systems are reliable and accurate. The emphasis that these systems has on quantitative analysis means that most measure are not subject to much subjectivity. The systems are, however, only as good as the quality of the measurement processes. If there are faults in the measurement process then there will also be faults in the data, and ultimately in the interpretation of that data. It is…
Gjerde, K. & Hughes, S. (2007). Tracking performance: When less is more. Management Accounting Quarterly. Retrieved December 13, 2011 from http://findarticles.com/p/articles/mi_m0OOL/is_1_9/ai_n31141879/?tag=co%20ntent;col1
Mudde, P. & Sopariwala, P. (2008). Examining Southwest Airlines' strategic execution: A strategic variance analysis. Management Accounting Quarterly. Retrieved December 13, 2011 from http://findarticles.com/p/articles/mi_m0OOL/is_4_9/ai_n31151644/pg_2/?tag=content;col1
Person Being Assessed: Jane Doe
Person ompleting Assessment: Jason Marshall
Position of Person Being Assessed: Administrative Assistant
Date of Performance Evaluation: 6/23/2014
Rating Scale to be Used:
Excels in Performance
Does Not Meet Expectations
Fails to Meet Performance Standards
The employee has a sufficient understanding of his/her job duties and when they should be completed
Employee is willing to help out internal employees when assistance is needed
Employee is willing to help clients and other external parties that need assistance as needed
Employee retains a positive attitude as a general habit
Employee is cool under pressure even when situations or deadlines created stress or tension
Employee is consistent in completing required job duties in a timely manner
Employee only needs to be told something once, or maybe twice, before something is learned and perfected
8) Employee maintains a positive attitude regardless of…
Confirmation of Completion by Manager
Date of Next Review -- 6/24/2015
Feedback regarding review from employee: ____
Quality Performance Measurement
Public Evaluation Program
In this paper, we are going to be conducting a literature review of public evaluation programs. During the process, there is a focus on misunderstanding the needs of stakeholders and the programs / reforms. Together, these elements will illustrate the overall scope of what is taking place and the long-term effects it is having on everyone.
Misunderstanding the Needs of the Public
One of the biggest challenges with any public performance evaluation is the misuse of data. This is problematic, as officials believe they are effectively delivering a variety of services for a fraction of the costs. Yet, in reality, the lack of competition invites bloated salaries and inefficiency. Administrators will try to correct the situation, through looking at a variety of sources to understand what is happen. They are unable, to gain greater insights, as politics and changing attitudes influence the outcome of…
Cheezum, R. (2013). Building Community Capacity. Journal of Community Practice, 21 (3), 228 -- 247.
Rondileni, D. (2003). Reinventing Government for the 21st Century. Bloomfield, CT: Kumarian Press.
Sirianni, C. (2009). Investing in Democracy. Washington DC: Brookings Institution Press.
Stipack, B. (1979). Citizen Satisfaction with Urban Services. Public Administration Review, 39 (1), 46 -- 52.
This brings us to the costs that both employees and JVA Corp. will face if this strategy is implemented. The employees will lose because, after the economic crisis, they will find themselves at the same professional levels as before the crisis. As no performance management has been undertaken, there have been no training programs etc. And the employees will simply find themselves not adapted to the challenges of the environment. They will find it difficult to move to another organization or be promoted in the near future.
The costs for the organization are even more significant and the previous paragraphs had hinted towards this. The main cost for the organization translates into the decrease in performance, over time, of its human resource and, indeed, of the overall quality of the personnel. At the same time, an additional cost will be the company's inability to make accurate strategic decisions, since the…
1. Richards, Brian. 2010. How to Create an Effective Employee Performance Management System. Accelerated Outcomes. On the Internet at http://acceleratedoutcomes.net/how-to-create-an-effective-employee-performance-management-system / Last retrieved on August 2, 2011
2. Heathfield, Susan. 2011. Performance Management is NOT an Annual Appraisal. On the Internet at http://humanresources.about.com/od/performanceevals/a/performancemgmt_2.htm . Last retrieved on August 2, 2011
performance feedback methods that seek to present employees with an opportunity to receive feedback (with regard to their performance) from not only their supervisors but also from customers, co-workers, and peers. One of the key advantages of this performance appraisal system has got to do with its ability to allow for full participation. It also gives a variety of perspectives with regard to the performance of an individual. It is however important to note that in this case, feedback from the concerned sources could end up being somewhat overwhelming. A 360-degree feedback system could result in confusion and/or frustration. This is particularly the case given that there is always a chance of there being conflicting ratings.
For a number of reasons, evaluations may encounter significant opposition from those being evaluated. Training acquaints those conducting performance evaluations with not only the common reasons for the said opposition but also…
performance management? Performance management is the company's goals equal the employee's activities and outputs. Defining performance, it specifies which aspects of employee's performance remain relevant to the business through job examination. Job examination or analysis means getting detailed data concerning jobs. Measuring performance involves measuring said aspects through performance evaluation. Performance evaluation is a method for managing performance. After evaluations, employees gain feedback and learn whether their performance has been effective or not.
Typically, businesses perform the process of performance management annually. Most of the reviews are for individual performance management while others are for pay decisions or establishing training priorities. In recent times, numerous business are moving toward ore streamline, frequent performance reviews. When examining the model of performance management, one may look at organizational strategies, individual attributes, and situation constraints, which all go to individual behaviors. From there it moves on to objective results. The three main purposes…
Sullivan, J. (2015). How Google Is Using People Analytics to Completely Reinvent HR. TLNT. Retrieved 19 February 2015, from http://www.tlnt.com/2013/02/26/how-google-is-using-people-analytics-to-completely-reinvent-hr/
Whatmakesagoodleader.com,. (2015). Job performance appraisal. Retrieved 20 February 2015, from http://www.whatmakesagoodleader.com/Job-Performance-Appraisal.html#Contrast
performance bonuses at companies. There are four subjects. The first is about the use of bonuses -- would I make use of them? Then there is the question of evaluating people based on specific performance measures. Then there is the question of group bonuses and whether or not those are a good idea. Lastly I explain why I wouldn't institute a bonus program.
The role of the human resources department is to structure and implement the human resources strategy in such a way as to help the company to achieve its strategic objectives. There are a number of different ways that this can be achieved. One such way is through performance bonuses, which help to orient employees to specific types of behavior. This paper will analyze the issue of employee bonuses, taking a lot at some of the relevant data on the subject.
Use of Bonuses
Personally, as a manager,…
Kishore, S., Rao, R., Narasimhan, O. & John, G. (2013). Bonuses vs. commission: A field study. Journal of Marketing Research. Ahead of print.
Grinstein, Y. & Hribar, P. (2003). CEO compensation and incentives: Evidence from M&A bonuses. Journal of Financial Economics. Retrieved May 3, 2014 from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.212.2206&rep=rep1&type=pdf
Woodbury, S. & Spiegelman, R. (1987) Bonuses to workers and employers to reduce unemployment: Randomized trials in Illinois. The American Economic Review. Vol. 77 (4) 513-530.
Cooke, W. (1994). Employee participation programs, group-based incentives and company performance: A union-non-union comparison. Industrial and Labor Relations Review. Vol. 47 (4) 594.
Performance Management Process and the CEO
Critique and evaluate considerations that are traditionally used to determine CEO compensation
Many reward compensations adopted by the CEOs of this era contain five primary components: limited stock grants, limited option grants, payouts for incentive plans, annual bonuses, and salary. While the amounts of bonuses, compensation and perquisites found in not-for-profit sectors may pale in comparison to those in the for-profit world, they generate combined reactions. Their existence can ignite debate, especially in periods of shrinking budgets and increasing costs. However, the ability to hire, maintain, and compensate CEOs is essential in all sectors, and is mostly achieved using a variety of executive compensation plans. The issues around the design of these systems in both the business and not-for-profit areas are similar (Bhattacharyya, 2011).
The last two decades have witnessed a drastic transformation of the executive compensation in many organizations. Compensation of top executives…
Bhattacharyya, D.K. (2011). Performance management systems and strategies. Dehli: Pearson.
Bebchuk, L.A., & Fried, J.M. (2004). Pay without performance: The unfulfilled promise of executive compensation. Cambridge, MA: Harvard University Press.
Blazey, M.L. (2013). Insights to performance excellence, 2013-2014: Understanding the integrated management system and the Baldridge criteria. Milwaukee: Asq Quality Press.
Chingos, P.T. (2004). Responsible Executive Compensation for a New Era of Accountability. Hoboken: John Wiley & Sons.
I believe that Keith was entirely justified in insisting that the job, not the person, be evaluated. If a company has established protocol, then that protocol should be followed. The receptionist in question has a boss who is in charge of evaluating her performance on a regular basis; the committee would likely be overstepping its boundaries if they had decided to evaluate a single person, rather than the position they were intended to evaluate. Keith would likely be justified in reminding the other committee members of their responsibilities and duties regarding the committee's purpose.
Initially, Keith was bothered by the possibility of a confrontation at the meeting with certain committee members. It would therefore behoove Keith to approach the situation with care and consideration, while maintaining a sense of balance and humbleness. One thing that Keith does not want to do is approach the other members of the committee…
Baumann, A. & Kolotylo, C.; (2009) The professionalism and environmental factors in the workplace questionnaire: Development and psychometric evaluation, Journal of Advanced Nursing, Vol. 65, Issue 10, pp. 2216-2228
Johnson, R.E.; Silverman, S.B.; Shyamsunder, A.; Swee, H.Y.; Rodopman, O.B.; Cho, E.; Bauer, J.; (2010) Acting superior but actually inferior?: Correlates and consequences of workplace arrogance, Human Performance, Vol. 23, Issue 5, pp. 403 -- 427
Roberts, G.E.; (2001) An examination of employee benefits cost control strategies in New Jersey local governments, Public Personnel Management, Vol. 31, pp. 301 -- 315
Tocher, N.; Field, H.S.; Giles, W.F.; (2006) Valuations of compensation and benefit items by new entrants into the professional workforce: Do men and women differ?, Journal of Employment Counseling, Vol. 43, Issue 2, pp. 84 -- 96
Performance reviews, even from the organization's point-of-view, allow the organization to engage in some soul-searching as to what areas of employee performance are valued. They may even help the organization identify star performers that may not shine and glitter, but have made a measurable contribution to the organization by helping it meet its benchmarks. It can be an education and a valuable form of self-scrutiny for the organization as well as for the employee. Sadly, in today's litigious climate, performance reviews may also be a necessity simply from the point-of-view of demonstrating to a court of law, if the employer lets go a particular individual, that the employee was performing below 'par' on a consistent basis, review after review. It also helps the organization, if the appraisals are oral, gain feedback from both good and bad employees about what makes them perform at an optimal or sub-optimal level.
I would want to be evaluated through a form that would reveal whether or not I was conducting my assigned duties. Because of its specific nature, figure 11-3 would not only allow the evaluating manager to make an informed representation of my work, but also remind me of specific duties. Thus, as an employer and an employee, figure 11-3 is the superior form. It allows for the accurate and succinct evaluation of workers and the best chance of convincing those workers to continue to strive or make up for what they have lost.
When looking at the performance appraisals in figures 11-1 and 11-3, employers can find many factors on which to evaluate them. The first, job-relatedness, has already been discussed above, noting that the second form was superior in this area. While it may not have been nearly as job-related, the first form was probably less expensive.…
Problems for the key stakeholders -- the mothers and their infants -- should be avoided at all costs in her evaluation. She needs to focus on reducing errors and she should also focus on developing positive outcomes, as these demonstrate a greater degree of respect for the stakeholders (instanley & Stuart-Smith, 1996).
The study should be observational in nature. The clinic may have, or could gather, data from past participants to begin Marjorie's evaluation process. This would allow her to make improvements immediately to the programs. Even if only partial data could be gathered, it may be sufficient for Marjorie to develop stronger hypotheses to test. She currently has little more than hunches to test, so gathering data from past courses would be a good starting point, since many of the participants will have retained their contact information.
Marjorie could also begin her evaluation based on the experiences of other…
Huston, P. (2001). The ethics of placebo-controlled trials -- a middle ground. New England Journal of Medicine. Vol. 345 (12) 915-919.
Winstanley, D. & Stuart-Smith, K. (1996). Policing performance: The ethics of performance management. Personnel Review. Vol. 25 (6) 66-84.
Given the need to improve organizational productivity through increasing employee performance, develop a performance management program that focuses on linking the organizations strategic objective with the individual effort outlining the benefits of improved performance, the consequences for lack of performance as well as the employee and managerial training that will be needed for implementation.
Purpose of the performance management program (PMP)
The purpose of the PMP is to align the motives of the employee with that of the organization so that the employee is encouraged to work for the good of the organization. Objectives are formulated that are in line with those of the employee, a system of rewards and consequences are established that attract the employee, and a system of monitoring and work appraisal, formalized together with employee, is established.
The PMP is strategic so that the organization's goals are clearly aligned with that of the…
Of course, while it is important that an officer be able to inspire confidence in the community, it is also very important for an officer to be able to solve crimes. Therefore, part of the evaluation process should look at the percentage of crimes that an officer is able to clear. In addition, deterrence is a major goal of community policing. While one would expect a temporary upswing in minor crime rates at the beginning of a community policing approach, any effective appraisal system would look at whether minor crime rates eventually declined or continued to rise.
There are several different types of evaluations that would provide a better measure of individual and group performance than traditional performance appraisals. The first type of evaluation is a group evaluation and looks at the long-term changes in crime and crime rates. The primary goal of deterrence is to deter major, violent crime;…
In a good performance management system the manager plays a vital role. He is responsible to not only identify the employee strengths and weaknesses but also to acknowledge good performance and to provide developmental suggestions. The later part is very important, as it does no good to just spot the deficiency of an employee without providing positive suggestions for improvement. The employees for their part must be encouraged to provide their valuable input during every stage of the process. For example, some organizations even collect feedback from employees to evaluate the performance of their superiors. Thus, an appraisal denotes not just the supervisors assessing their subordinates but also rating from team members, rating by employees of their superiors, review by the HR department etc. Once such active and collaborative participation is achieved then the performance appraisal process attains its chosen objective, that of increasing the overall employee performance.
Based on the assessment of the sample features in terms of capital size and value of the property portfolio, an observation is made in the fact that a proportion is kept between the two. In other words, the property companies in Jordan, Egypt and Syria seem to be prudential and correlate their capital sizes with the values of their portfolios.
3. esults and analysis of the Jordanian property companies
The results of the implemented questionnaire are revealed throughout the table below:
c d e f g
x x x
x x x
x x x
Shortage of commercial properties
Availability and choice
2011, the world factbook, Central Intelligence Agency, https://www.cia.gov/library/publications/the-world-factbook / last accessed on February 21, 2011
Somehow, while the appraisals are meant to rate employees and indicate their chance for a raise or promotion, they seem to be misused and misunderstood in this company.
The objections of the supervisors should be to rate the employee honestly, to candidly evaluate their work and performance, and let them know where they stand in the company. Taking personal feelings, situations, company politics, and fear of lawsuits into consideration only muddies the process and turns it into something to dread, rather than something to learn and grow from. An employee should be able to look forward to an appraisal without fear or distress; they should be able to look forward to receiving a sincere review of their performance, with suggestions for improvements as a guide for the coming year. It does not seem like that happens in many companies.
computer capacity evaluation is helpful for educational institutions. In addition to having many of the same IT requirements as other businesses, schools benefit from the use of technology in additional ways. Educational institutions use technology as an effective tool for promoting student learning, to enable new roles for students and teachers, to support professionalization of educators and to extend learning beyond the school walls (U.S. Department of Education, n.d.). Given the benefits of technology, the educational institution likewise has requirements for computer performance evaluation and capacity planning. Consequently, schools also stand to benefit from capacity planning that makes sure IT meets the demands placed upon it.
Research has documented the impact of technology in education and helps to underscore the importance of capacity planning and computer performance evaluation. Experts point to studies showing that careful planning is a prerequisite to effectively implementing technology in education and training. Planning and evaluation…
Adams, S. (2006). Maximizing the benefits of capacity planning. Retrieved December 23, 2011 from: http://esj.com/articles/2006/02/07/maximizing-the-benefits-of-capacity-planning.aspx
Cradler, J. (2011). Implementing technology in education: Recent findings form research and evaluation studies. Retrieved December 23, 2011 from: http://www.wested.org/techpolicy/recapproach.html
IBM Corporation. (2010). Benefits of capacity planning. Retrieved December 23, 2011 from: http://publib.boulder.ibm.com/infocenter/zos/v1r12/index.jsp?topic=%2Fcom.ibm.zos.r12.erba900%2Ferbzpm9019.htm
U.S. Department of Education. (n.d.) Technology and education reform. Retrieved December 23, 2011 from: http://www2.ed.gov/pubs/EdReformStudies/EdTech/overview.html
Personnel records are data pertaining to employees which consist of factual and comprehensive information of employee. All employee information is kept in systematic order which assists human resources manager to make an effective decision about employee. Typically, personnel records consist of employee past records, medical report and employee progress. Personnel record also consist of payroll records, leave records, and benefit record and turnover record. Training and development record contains training schedule, transfer cases, and appraisal reports. Health and safety record contains medical history, safety provisions, sickness reports, and insurance reports. The service record contains essential records that consist of bio-data, family information, residential information, and marital status, academic qualifications, past address and employment records. While some critics argue that personnel records is a waste of time and money, however, Yoder (1942) provides several benefits that organization could derive from personnel record:
Personnel record assists managers to identify crucial…
Ahmed, S. (2005).Analysis of Workplace Surveillance in a Quest for Ethical Stance. Journal of Business Systems Governance and Ethics .2(4).
American Bar Association.(2001).Employment: Proof of Discrimination. Mental and Physical Disability Law Reporter. 25( 5): 826-831.
Aswathapp, K. (2005).Human Resource and Personnel Management. (4th Edition) Tata McGraw-Hill Education.
Aswathapp, K (2010). Employment Law for Human Resource Practice. Tata McGraw-Hill Education.
ole and Improving Management Performance: Nurse Shift Leader
Management plays a key role towards improving performance in an organization. In the 21st century organizational setting, management is fundamental in ensuring that there is a high performance in an organization. Organizations are investing in developing the right management systems, people so that they boost the employee performance, and foster the realization of departmental objectives. This has become a critical thing in enhancing employee performance in the workplace. In this study, I have focused on various issues of management and the role that I, as the Nurse Shift Leader, will play in boosting the performance of employees under me in adult intensive care unit and the entire hospital.
Managers have a role to play to improve performance in an organization. In fact, all the success of an organization begins and ends with the form of management and style adopted. Effective organizations are…
Armstrong, M. (2006). A handbook of management techniques. London: Kogan Page Publishers.
Awamleh, R., & Gardner, W.M. (2004). Perceptions of Management and its effectiveness. The Leadership Quarterly, 10(3), 345 -- 373.
Avolio, B.J., Bass, B.M., & Jung, D.I. (2009). Re-examining the components of transformational and transactional leadership, Journal of Occupational and Organizational Psychology, Vol. 72, Issue 2, p. 441 -- 462.
Alannah E. & Mark A. (2004). Transformational leadership, The Leadership Quarterly, Vol. 15, Issue 2, p. 329 -- 354.
The initial recommendation comes from the employee's direct supervisor and is then discussed with the general director and the payroll manager.
At the fourth stage, the performance review, the employee and his direct supervisor come once again face-to-face to discuss the outcome of the performance appraisal process. The employee is informed of the managerial decision regarding future remunerations, and a date for a new meeting is set. The new meeting will establish goals for the following year, ergo the cyclic characteristic of the appraisal system (Grote and Grote).
Aside for meeting the three scopes previously identified, performance appraisals also present the company with several benefits. For instance, they create a context in which the employee is introduced to his own core competencies and limitations, based on which he can better direct his future formation. Then, the employees take an active role in their own evaluation and get to know themselves…
Armstrong, S., Appelbaum, M., Stress-free performance appraisals: turn your most painful management duty into a powerful motivational tool, Career Press, 2003, ISBN 1564146863
Coens, T., Kenkins, M., Block, P., Abolishing performance appraisals: why they backfire and what to do instead, Berrett-Koehler Publishers, 2002, ISBN 1576752003
Falcone, P., Sachs, R.T., Productive performance appraisals, 2nd edition, AMACOM Div American Mgmt Assn, 2007, ISBN 0814474225,
Grote, D., Grote, R.C., the performance appraisal question and answer book: a survival guide for managers, AMACOM Div American Mgmt Assn, 2002
While the supervisor still maintains the role of performance appraiser and evaluator, the more modern role also allows the supervisor to solicit input directly from the subordinate (Daft, 2005; ussell-Whalling, 2008).
In that regard, some of the most important information relates to the subordinate's perspective of the possible factors that may contribute to less-than-optimal performance (ussell-Whalling, 2008). Furthermore, the modern approach to personnel and performance management also recognizes that the most effective systems also include elements of bottom-up evaluations in addition to the traditional top-down evaluations (Daft, 2005; ussell-Whalling, 2008). Naturally, bottom-up evaluations are more informal than top-down evaluations (Daft, 2005), but they often provide important information that enables supervisors recognize their own limitations and shortcomings in addition to allowing subordinates to supply valuable information pertaining to what they know about their own learning styles (Daft, 2005).
The traditional performance appraisal and personnel management approach serves the purpose of evaluating…
Daft, R. (2005). Management 7th Edition. Mason: Thomson South Western.
Russell-Whalling, E. (2008). 50 Management Ideas You Really Need to Know.
II. Performance Management in England and Wales:
In Wales and England the National Policing Plan 2004-2007 was published in November 2003 with the stated aim of the plan being to: "Deliver policing to high national standards and for communities to be increasing engaged in the policing of their area." The stated plan is inclusive of a "framework for local police planning in England and Wales over the next three years." Within the scope of the plan are 'five key priorities' for the police service' which are: Provision of a 'citizen focused service to the public'
Tackling anti-social behavior and disorder as well as continuing to bring a reduction to 'burglary, vehicle crime, robbery and drug related crime' are said to be in line with the Government's Public Service Agreement targets Stated as the Performance Police Authority Role is the holding together of the police force on behalf of…
Eigerman, M.R. 1988, "Who should be responsible for business strategy?" Journal of Business Strategy, vol. 9, no. 6, p. 40.
Gummer, B. 1992, "Ready, fire, aim! Current perspectives on strategic planning,"
Administration in Social Work, vol. 16, no. 1, p. 89.
Cross, K.F. & Lynch, R.L. 1992, "For good measure," CMA Magazine, vol. 66, no. 3,
Under the stewardship of Police Commissioner Howard Safir, the NYPD began analyzing daily crime statistics collected from its 40,000 officers throughout the five boroughs of New York City and generating computer modeling of crime trends in a system dubbed CompStat that allowed the accurate identification of crime trends with pinpoint accuracy, often permitting nearly as precise predictive modeling via extrapolation (Safir, 2003).
The other main benefit and purpose of CompStat was that is enabled police administrators to grade the performance of every precinct according to any criteria defined by policy considerations. That aspect of CompStat is relied upon heavily by NYPD administration to the extent that Commissioner Safir reassigned, removed, or demoted fifty-four precinct commanders during his tenure as commissioner between 1996 and 2000 (Safir, 2003). Naturally, the technical means of data collection and analysis techniques differ quite profoundly from those available to previous generations of police administrators, but the…
Coleman, J.L., Thomas, C.C. (2002). Operational Mid-Level Management for Police. Illinois: Springfield.
Conlon, E. (2004). Blue Blood. New York: Riverhead.
Lee, W.D. (2007). Program Evaluations: Improving Operational Effectiveness and Organizational Efficiency; FBI Law Enforcement Bulletin (Nov/07 Vol. 76
No. 11, pp. 1-6).
One of the best ways of ensuring that an individual is motivated is to talk to him or her before undertaking any sort of training or evaluation procedure, in order to ascertain whether or not improvement is actually a goal of the individual. Once employees have demonstrated that positive change is a priority, another prime motivating factor is the tailoring of learning and training programs on an individual basis -- within reason, of course. By inducing elements of self-directed learning or training, in which employees may be able to study on their own or demonstrate their proficiency of concepts before others, motivation will be sufficiently evidenced and individuals will gain more out of a particular training.
Still, in order for long-term success and proficiency in a particular topic, it becomes necessary to stratify both the performance evaluation feedback process as well as any applicable training modules into smaller, manageable goals.…
Coleman, D. (2000). Working With Emotional Intelligence. New York: Bantam.
job evaluation, the responsibilities of the job must be understood. A friend works as a tour guide at a museum. There are a number of different responsibilities for this job. The first is to guide guests around the museum, so there are elements of this task including having good customer service, being knowledgeable about the museum, answering questions and providing a good visitor experience. My friend also gives tours in American Sign Language, so should also be evaluated on her ability in that form of communication.
The performance plan includes a number of metrics, both qualitative and quantitative. The number of tours given without complaint and the total number of complaints are two of the quantitative metrics, along with attendance statistics. There is also a qualitative evaluation that is done where the supervisor goes along on one of the tours in order to evaluate performance. This includes a checklist of…
McNamara, C. (no date). Employee performance management. Free Management Library. Retrieved May 15, 2011 from http://managementhelp.org/emp_perf/emp_perf.htm
articles "Evaluating Supplier Performance" and "Vendor Management Tips: Building Relationships" and evaluates the criteria they discuss.
There are inherent problems in using performance evaluations, as McGuiness et al. point out. "To have any validity, performance evaluations must be systematic and fair, and based upon explicit criteria of which the suppler has notice" (McGuinness, Kevin, Bauld & Stephen, 2005). For such evaluations to be of any value, they must use valid performance measures and reporting mechanisms. Of course, such a labor-intensive process precludes its being practical to implement for most projects.
Tyler's article focuses instead on ways to effectively manage the vendor relationship. In terms of ranking, some of the tips are more effective and more likely to yield the desired outcome of successful project completion, and are therefore more valuable than others. The following criteria are the most important:
All the criteria that recognize the value of a successful implementation…
Kumar, S. (2009). Managing vendor relationships in tough times. Global Services. Retrieved November 3, 2011 from: http://www.globalservicesmedia.com/Strategies-and-Best-Practices/Vendor-Management/Managing-Vendor-Relationships-in-Tough-Times/24/30/0/general200905036453
McGuiness, et al. (2005). Evaluating supplier performance. Retrieved November 3, 2011 from: http://findarticles.com/p/articles/mi_qa3993/is_200501/ai_n9521377/
Tyler, I.H. (2005). Vendor management tips: Building relationships. Retrieved November 3, 2011 from: http://www.computerworld.com/s/article/99816/Vendor_Management_Tips_Building_Relationships?taxonomyId=014
environmental, social and governance (ESG) performance and financial performance of companies
Investors are increasingly recognizing the fact that ESG (environmental, social, corporate governance) elements can substantially affect companies' security rates and financial performance. The aforementioned components' contribution to financial markets has been growing with the rise in number of ESG opportunities and risks within the contemporary international economy. Timely and improved organizational policy-related data access and the effect of organizational policy on communities have made it considerably convenient for customers to express their dissatisfaction by simply quitting a brand. When international brands' images are sullied by ESG-related problems, the resultant instantaneous backlash has the capacity of abruptly and negatively impacting income and demand (Eccles, Ioannou & Serafeim, 2014).
Organizations having a poor reputation when it comes to ESG related matters are vulnerable to monetary risks, including a very genuine threat of facing lawsuits in the future, greater remediation and regulatory…
Government Performance esults Act
The General Accounting Office (GAO) may be one of most essential agencies in the federal government, because of its investigative oversight, but to the average American citizen, it may also be among the lesser known agencies. That is because the average hard-working nine-to-five person - whose contact with "news" is a few sound bites on television after work - might never dig into newspapers deep enough to read up on how taxpayer dollars are spent in Washington D.C. It's regrettable that the average person complains loudly about taxes, and "politicians" - yet knows little of the GAO's pivotal work. Meanwhile, this paper will focus upon the GAO report on the U.S. Department of Justice (DOJ), titled, "Status of Achieving Key Outcomes and Addressing Major Management Challenges" - which is clearly a wise use of taxpayer monies, whether taxpayers know about the GAO or not.
American Civil Liberties Union (2003). "ACLU Demands Truth From Justice
Department: New Report Details False Claims about SCOPE, Impact of PATRIOT Act." http://www.aclu.org/SafeandFree/SafeandFree.cfm?ID=13100&c=206 .
Kast, Sheila (2001). "Terror probe raises concerns about civil rights." CNN.com. http://www.cnn.com/2001/U.S./10/22/inv.civil.rights/
Perry, Tony (2002). "Immigration Attorney for 7 Detainees Lashes Out At INS:
Performance Metrics in Clinical Practice
Clinical performance feedback is important in today’s healthcare sector because of the ongoing commitment and efforts to enhance the quality and affordability of patient care. Feedback regarding clinical performance and practice helps in the development of patient care strategies that enhance outcomes and result in increased patient satisfaction. Clinical performance feedback from nurse practitioners and other healthcare providers is essential in improving clinical practice and patient care. As a result of the significance of clinical performance feedback, nurse practitioners are held accountable to and evaluated on various performance metrics in clinical practice. Some of the performance metrics that nurse practitioners are held accountable and assessed on include patient care measures, patient satisfaction, professionalism, medical and clinical knowledge/skills, and practice-based learning and improvement (Holley, 2016).
While these performance metrics are critical in clinical practice, patient satisfaction is of primary importance in improving patient care. Patient satisfaction…
Holley, S.L. (2016, February 1). Ongoing Professional Performance Evaluation: Advanced Practice Registered Nurse Practice Competency Assessment. Continuing Education, 12(2), 67-74. Retrieved November 27, 2020, from https://www.npjournal.org/article/S1555-4155(15)00851-X/fulltext
Riebling et al. (2018, November 17). Quantifying Patient Satisfaction With Process Metrics Using a Weighted Bundle Approach. BMJ Open Quarterly, 8, 1-8. Retrieved November 27, 2020, from https://bmjopenquality.bmj.com/content/bmjqir/8/1/e000458.full.pdf
Only the direct supervisor may access the performance appraisal with request from District officials. Any other personnel requesting review of information must acquire permission from appropriate District representatives.
In the event of a negative performance review the evaluatee will have the ability to appeal the performance review. In the event the appeal is denied and the evaluation demonstrates that the teacher has deficiencies in one or more areas it will be necessary to recommend measures to resolve the negative performance issues.
If the matter is related to performance abilities or skills, appropriate training and mentoring may be recommended; with a follow up mid year evaluation recommended six months from the date of completion of the initial review.
If the performance evaluation is unsatisfactory due to issues of attendance or other personal matters, the evaluatee will be observed for the next three months and given the opportunity to resolve…
Progress and Performance Monitoring
With any project that's intricate, involved and worth completing, the progress and performance need to be consistently monitored. Proper project monitoring allows all stakeholders in the project to determine if the project is on course or not.
One method of monitoring the success and development of a project is via performance indicators. These indicators are flags which provide proper image of a project's impact, outcomes, outputs, and inputs as a means of evaluating the overall progress of the project toward its objectives (Alexander, 1996). Such indicators are also used to evaluate the success of the project and how closely the project is reaching its desired end result or outcome. "Indicators organize information in a way that clari-es the relationships between a project's impacts, outcomes, outputs, and inputs and help to identify problems along the way that can impede the achievement of project objectives" (Alexander, 1996).
Adpc.net, 2011. Designing Project Monitoring and Evaluation. [Online]
Available at: http://www.adpc.net/pdr-sea/eval/file39.htm
[Accessed 29 June 2013].
Alexander, M., 1996. Performance Monitoring Indicators. [Online]
Failure to pursue professional development gradually relegates all academic instruction to the mere presentation of history instead of the transmission of applicable knowledge conducive to the professional competence of students.
Service to the College Parameter - 15%:
If teaching (including its professional development component) account for 75% of faculty responsibilities, the remaining 25% relate to professional efforts that relate indirectly to serving the college by facilitating learning on the part of students and to maintaining and continually improving the learning institution. Within that general parameter, the larger responsibility is to benefiting the college with the remainder benefiting the general community.
Service to the General Community Parameter - 10%: In principle, teaching is a service to the entire community in which specific service to the college and its students is simply the most direct and efficient method of enabling the institution to fulfill its role within the larger external community. Therefore,…
A detailed description and origins of pay for performance
Pay-for-performance initiatives are designed to improve the efficiency, quality and general value of health care. Other terms used to refer to pay-for-performance include pay-for-quality, alternative payment, valued-based payment, among others. No matter the nomenclature, the main objective of pay-for-performance is to improve efficiency for optimal outcomes. (Rosenthal et al., 2005)
During the early 1990s, many consumers opted for managed care by paying some cash to the providers for a particular set of services. Such arrangement led to compromised quality and put some strain on patients.
Come 2000, the US was experiencing serious deficiency in health care quality. The Institute of Medicine wrote a detailed report on this. Thus pay-for-performance became a valid option for quality health care. (Vogenberg & Smart, 2018)
Who is affected by pay-for-performance?
A number of studies have been conducted to evaluate adherence to medication versus medication subsidies,…
Stakeholder management is a concept applied to many types of organizations, where strategic decision-making takes into account the interests of multiple different stakeholders (Thompson, 2016). Advocates of the stakeholder perspective have argued that the stakeholder approach is a better way to evaluate a business' success, as opposed to strictly considering financial results (Perrini & Tencati, 2006). The concept of the balanced scorecard hypothesizes that businesses that look after the interests of all stakeholders will perform well on measures affecting all, including the financial measures.
There are differing opinions on this, however. The stakeholder approach advocates for multiple different measures for business, and this is diametrically opposed to the normal means of evaluation, which are strictly financial in nature. It is not actually possible to reconcile these, but both contain financial measures. Many companies seek to portray themselves as giving due attention to non-financial interests, but this is not always the…
Friedman, M. (1970). The social responsibility of business is to increase its profits. New York Times Magazine. Retrieved April 19, 2016 from http://www.colorado.edu/studentgroups/libertarians/issues/friedman-soc-resp-business.html
Perrini, F. & Tencati, A. (2006). Sustainability and stakeholder management: The need for new corporate performance evaluation and reporting systems. Business Strategy and the Environment. Vol. 15 (2006) 296-308.
Thompson, R. (2016). Stakeholder management. MIndtool.com. Retrieved April 19,2016 from https://www.mindtools.com/pages/article/newPPM_08.htm
An effective job description performs many functions -- attracting the right people, holding existing employees accountable to defined standards, and helping management structure the organization more effectively (Florentine, 2015). The job description for the sales associate needs to be aligned with the overall corporate objectives in order to be at its most effective. The overall objectives appear to be the simultaneous goals of increasing sales and increasing service. These are not necessarily mutually exclusive, because higher levels of service often result in more sales, but in retail the two can be mutually exclusive. Such a situation would arise in the case of the pushy salesperson more interesting in making a commission that meeting the needs of the customer. A job description should describe the position, and its role within the organization, not just a set list of tasks. The qualifications should actually align with the skills…
Florentine, S. (2015). How to write an effective job description. CIO Magazine. Retrieved November 27, 2015 from http://www.cio.com/article/2908027/hiring/how-to-write-an-effective-job-description.html
Redmon, W., Mawhinney, T. & Johnson, C. (2001) Handbook of Organizational Performance. Routledge.
Adler, L. (2015). Soft skills are hard to assess. And even harder to succeed without. Inc. Magazine. Retrieved November 27, 2015 from http://www.inc.com/lou-adler/hiring-guide-soft-skills.html
Heckman, J. & Kautz, T. (2012). Hard evidence on soft skills. Labour Economics. Vol. 19(4) 451-464.
Network Implementation for Davis Networks Inc.
In the proposal, effort is made to develop an affordable local LAN for Davis Networks Inc. The effort involves provision of wireless Internet connection to all individuals for their desktops and laptops from the current high speed connection they have at an affordable price (800 USD -- 1000 USD). Provision of the internet to the same location costs approximately 700 USD including all other expenses like doing the wiring etc. To implement the project, there are various obstacles that have to be considered like electric poles, trees and walls. The core location is the Computer Center building. It has the highest speeds of connection. From this building, there will be distribution to the surrounding buildings located between 500 and 1000 meter range. The establishment of the network needs 5 Wireless Access points (WAP) having Omni antennas (A, B, C, D, E) and two directional…
Chapter 2 Wireless Networking Basics (2005).
Deep, G., Kush, A. & Kumar B. (2010). PROPOSAL FOR LOW COST WIRELESS NETWORKING. International Journal of Computing and Business Research (IJCBR) 1(1).
Kadhim, D., J. & Hussain, W.K. (2006). Design and Implementation of a Proposal Network Firewall. Al-Khwarizmi Engineering Journal, 2(1), pp 52-69
Kadry, S., & Hassan, W. (2008).Design and Implementation of System and Network Security for an Enterprise with World Wide Branches. Journal of Applied Sciences Research, 4(11), 1361-1370.
CEO's salary, bonus, and long-term compensation with respect to various organizational, financial and CEO factors such as corporate reputation, growth in employees, company size, and return on equity, CEO tenure and CEO stock ownership. In relation to the general performance of the organization
This paper utilizes the various measurement of chief executive compensation as exploited by the various detailed pieces of literature and employed as the dependent variable in a model based on multiple regression theory. It explores the extent to which the CEO's compensation package affects the overall performance of the whole firm or corporation for which he or she works for.
The purpose of this research is to determine the extent to which the CEO's remuneration a large corporation such as Coca Cola has on the general performance of the organization.
The CEO's compensation has for a long time been source of attention from various groups in…
Anderson, R.C & Bizjak, J.M. 2003) An Empirical Examination of the Role of the CEO and the Compensation Committee in Structuring Executive Pay.Journal of Banking and Finance, 27.
Baiman, S. And Verrecchia R. (1995).Earnings and price-based compensation contracts in the presence of discretionary trading and incomplete contracting. Journal of Accounting and Economics, Vol. 20:1, pp. 94-120.
Barro, J.R.; Barro, R.J. (1990) Pay, Performance and Turnover of Bank CEOs, Journal of Labor Economics, 8.
Bebchuk, L.A & Fried, J.M.( 2003) Executive Compensation as an Agency Problem. National Bureau of Economic Research Working Paper Series, No. 9813.
The company which is responsible for assigning the issuers of particular kind of debt obligations and debt instruments the credit ratings is known as a credit rating agency (CA). There are a few cases in which the ratings are given to the underlying debt servicers. It is the special purpose entities, non-profit organizations, companies, national governments and the state and local governments who, in majority of the cases get the securities issued. The credit worthiness (i.e., the ability to pay the loan back) as well as the rate of interest which is applied to a specific security being issued is taken into consideration while assigning a credit rating to an issuer. After the financial crisis which took place in 2007/2009 the value of this kind of ratings was questioned to a great extent. A report was submitted by the Securities and Exchange Commission to the congress in 2003…
Blochwitz, S., When, C. And Hohl, S. (2003), Reconsidering ratings, Working Paper. Deutsche Bundesbank, Frankfurt.
Bolton, Patrick, Xavier Freixas, and Joel Shapiro, (2008), "The Credit Ratings Game" Mimeo, UPF, Barcelona.
Dittrich, Fabian, (2007), "The Credit Rating Industry: Competition and Regulation," Working Paper, University of Cologne - Department of Economics.
Fitch (2007), Sovereign Rating Transition and Default Study 1995-2006, February 7.
ANNUAL PEFOMANCE EVIEW
The supervisor and employee meet at the beginning of the review period and together identify and prioritize three to five primary job responsibilities from the employee's job description. Goals, objectives, and special projects may be identified at any time throughout the review period.
At the end of the review period, the employee self-evaluates his or her performance (job responsibilities, performance factors, and goals/objectives) using the rating scale, completes Part I of the Career Development section, and returns the form to the supervisor.
The supervisor evaluates the employee's performance of job responsibilities, performance factors, and goals/objectives using the rating scale. Supervisor comments are EQUIED for any evaluation of "Exceeds Expectations," "Improvement Needed," "Fails to Meet Expectations," and for the OVEALL rating.
The supervisor then meets with the employee and together they discuss the ratings, complete Part II of the Career Development section, and sign and date the…
Edmondson Bell, E.(2003) Your job-performance review: make your boss your partner in getting ahead. Advance preparation can help. Essence 34(2), 120-121.
Nowack, K.M., Hartley, J., & Bradley, W. (1999) How to evaluate your 360 feedback efforts Training & Development 53(4), 48-54.
Nowack, K. (2005). "Longitudinal evaluation of a 360 degree feedback program:
Implications for best practices." Paper presented at the 20th Annual Conference of the Society for Industrial and Organizational Psychology, Los Angeles.
Performance Assessment in Competitive Intelligence: An exploration, synthesis and research agenda, written by David Blenkhorn from ilfred Laurier University and Craig Fleisher from indsor University. The purpose of the article is to "answer the vital question -- hat are the critical factors to assess competitive intelligence (CI) performance?" The research question refers to the role that competitive intelligence plays in a company's profitability. The question is interesting in that external environmental scanning and competitor research make important contributions to strategic decision-making, but they can be costly and time-consuming. Understanding the role that CI plays in the earning profit is important in determining the point at which CI achieves diminishing returns on investment.
The authors used workshops and discussion sessions at CI conference to obtain survey results from 103 respondents. The selection process was expedient rather than rigorous, and the respondents were given a large number of questions. Qualitative analysis was…
Blenkhorn, D. & Fleisher, C. (2007). Performance assessment in competitive intelligence: An exploration, synthesis and research agenda. Journal of Competitive Intelligence and Management. Vol. 4 (2) 4-22.
Buchda, S. (2007). Rulers for business intelligence and competitive intelligence: An overview and evaluation of measurement approaches. Journal of Competitive Intelligence and Management. Vol. 4 (2) 23-54.
Herzog, J. (2007). Why is there increasing global demand for business intelligence? Journal of Competitive Intelligence and Management. Vol. 4 (2) 55-71.