Performance Appraisal

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)

Monitoring

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 )

Developing

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)

Rating

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