1.0 Performance appraisal in the United State
(US)
Performance management is the
systematic process by which an agency involves its employees, as individuals
and members of a group, in improving organizational effectiveness in the
accomplishment of agency mission and goals.
(U.S. Office of Personnel Management [OPM], n. d)
Employee performance management
includes:
1.
planning
work and setting expectations,
2.
continually
monitoring performance,
3.
developing the capacity to perform,
4.
periodically
rating performance in a summary fashion, and
5.
rewarding
good performance.
Planning
In an effective organization, work is
planned out in advance. Planning means setting performance expectations and
goals for groups and individuals to channel their efforts toward achieving organizational
objectives. Getting employees involved in the planning process will help them
understand the goals of the organization, what needs to be done, why it needs
to be done, and how well it should be done. The regulatory requirements for
planning employees' performance include establishing the elements and standards
of their performance appraisal plans. Performance elements and standards should
be measurable, understandable, verifiable, equitable, and achievable. Through
critical elements, employees are held accountable as individuals for work
assignments or responsibilities. Employee performance plans should be flexible
so that they can be adjusted for changing program objectives and work
requirements. When used effectively, these plans can be beneficial working
documents that are discussed often, and not merely paperwork that is filed in a
drawer and seen only when ratings of record are required. (OPM, n. d)
In an effective organization,
assignments and projects are monitored continually. Monitoring well means
consistently measuring performance and providing ongoing feedback to employees
and work groups on their progress toward reaching their goals. Regulatory
requirements for monitoring performance include conducting progress reviews
with employees where their performance is compared against their elements and
standards. Ongoing monitoring provides the opportunity to check how well
employees are meeting predetermined standards and to make changes to
unrealistic or problematic standards. And by monitoring continually,
unacceptable performance can be identified at any time during the appraisal
period and assistance provided to address such performance rather than wait
until the end of the period when summary rating levels are assigned. (OPM, n.d
)
In an effective organization, employee
developmental needs are evaluated and addressed. Developing in this instance
means increasing the capacity to perform through training, giving assignments
that introduce new skills or higher levels of responsibility, improving work
processes, or other methods. Providing employees with training and
developmental opportunities encourages good performance, strengthens
job-related skills and competencies, and helps employees keep up with changes
in the workplace, such as the introduction of new technology. Carrying out the
processes of performance management provides an excellent opportunity to
identify developmental needs. During planning and monitoring of work,
deficiencies in performance become evident and can be addressed. Areas for
improving good performance also stand out, and action can be taken to help
successful employees improve even further. (OPM, n. d)
From time to time, organizations find
it useful to summarize employee performance. This can be helpful for looking at
and comparing performance over time or among various employees. Organizations
need to know who their best performers are. Within the context of formal
performance appraisal requirements, rating means evaluating employee or group
performance against the elements and standards in an employee's performance
plan and assigning a summary rating of record. The rating of record is assigned
according to procedures included in the organization's appraisal program. It is
based on work performed during an entire appraisal period. The rating of record
has a bearing on various other personnel actions, such as granting within-grade
pay increases and determining additional retention service credit in a
reduction in force. (OPM, n.d )
Rewarding
In an effective organization, rewards
are used well. Rewarding means recognizing employees, individually and as
members of groups, for their performance and acknowledging their contributions
to the agency's mission. A basic principle of effective management is that all
behavior is controlled by its consequences. Those consequences can and should
be both formal and informal and both positive and negative. Good performance is
recognized without waiting for nominations for formal awards to be solicited.
Recognition is an ongoing, natural part of day-to-day experience. A lot of the
actions that reward good performance like saying "Thank you" don't
require a specific regulatory authority. Nonetheless, awards regulations
provide a broad range of forms that more formal rewards can take, such as cash,
time off, and many nonmonetary items. The regulations also cover a variety of
contributions that can be rewarded, from suggestions to group accomplishments.
(OPM, n.d)
2.0 Performance appraisal in the Europe
It is important that there is a
written record of any appraisal. How these forms look will be different for
every company but most forms should contain:
1.
basic
personal details, for example your name and date of birth
2.
your
job title
3.
your
job description
4.
a
review of your performance
5.
an
overall performance rating
6.
comments
from your manager
7.
comments
from you
8.
a
plan for development and actions ( Findlaw UK, n.d)
Different ways appraisals may be
carried out
Rating your performance
This method of appraisal will usually
list the different things that are being assessed, like the quality of your
work. You are then rated according to how well you perform in this area, for
example:
1.
outstanding
2.
exceeds
requirements of the job
3.
meets
the requirements of the job
4.
shows
some minor weaknesses
5.
shows
some significant weaknesses
6.
unacceptable(
Findlaw UK, n.d)
Comparison with objectives
This method of appraisal involves you
and your manager agreeing objectives at the beginning of the appraisal. Your
appraisal is then based on how well these objectives have been met (Findlaw UK,
n.d).
3.0 Performance appraisal in the Asian ( China)
The 4 areas of performance management
process:
1. Performance Planning
An established set of goals /
objectives and behaviors/skills for which an individual is hold accountable and
will be evaluated against (Anthony Mak, 2003).
2. Feedback and Coaching
On-going performance-related
communication that reinforced behavior or help improve performance (Anthony Mak,
2003).
3. Performance Review
Communication conducted in interim /
at the end of performance cycle to review an individual’s performance against
the set of goals/objectives and behavior/skills (Anthony Mak, 2003).
4. Outcomes & Feedback and
Coaching
Results or ratings after performance
review discussion. This section explores on their manager’s support to them in
terms of feedback, coaching and performance tracking, especially in the lowest among the four areas in the
performance management process. The rating displayed that employees in China
expect their managers to increase and enhance the feedback and support they
need. Manager tends to give feedback for
improvement more frequent than positive feedback. Some of the greatest
frustrations revealed are that feedback given is not specific, accurate and
clear. Employees were demotivated after feedback was given (Anthony Mak, 2003).
Reference
U.S.
Office of Personnel Management. (n.d). Performance Management Overview & History. Retrieved October 6,
2013 from http://www.opm.gov/policy-data-oversight/performance-management/overview-history/#url=Overview
Findlaw
UK. (n.d). Job evaluations and appraisals. Retrieved October 6, 2013 from
http://www.findlaw.co.uk/law/employment/other_employment_law_topics/8375.html
Anthony
Mak . (2003). Performance Management Practices Survey in China 2003. Retrieved
October 6, 2013 from
http://www.wip.ddiworld.com/pdf/performancemanagementpracticessurveyinchina_fullreport_ddi.pdf
