CHAPTER 2
The Basis for Appraisal
In reading Dick Grote’s Performance Appraisal Question and Answer Book, I was especially interested in his answer to this question: “Our performance appraisal form has a rating scale that asks whether the performance failed to meet expectations/met some expectations/met all expectations/exceeded expectations/and far exceeded expectations. If I haven’t discussed my expectations with the employee, how do I rate performance?”
Here is his answer:
Contained in this question is the best argument for conducting a performance-planning discussion at the beginning of the year. If you don’t know what you are looking for, how do you know when you find it?
Ideally the manager and the employee will discuss each of the manager’s expectations at the start of the year and will come to an understanding of what the manager considers to be fully successful performance. If they do this, it will not only make it easier for the manager to accurately assess the quality of the job the individual has performed, it will also increase the probability that then two of them will agree on the accuracy of the assessment. But if no expectations have been set, then it’s more difficult for the manager and more likely the two parties won’t see eye to eye.
I agree with Dick on this very basic point—that a clear understanding of what is expected is essential. If there is no such understanding, the manager is likely to assess performance on the basis of what she expects of the employee, which may be very different from what the employee understood to be the job duties and responsibilities.
To avoid this problem, there are two requirements that must be met. The employee must understand both what is expected and how well the job is expected to be performed. I have called these two requirements “Significant Job Segments” and “Standards of Performance.”
Significant Job Segments
The first step in the appraisal process is to select the significant segments of the job. Most organizations have job descriptions that cover the duties and responsibilities of jobs, and these can provide a good basis for selecting the significant job segments.
There is no hard-and-fast rule about the number of significant job segments to identify. It depends more on the wishes of the manager than it does on the nature of the job. Some managers consider nearly all aspects of an employee’s job significant. Others prefer to select the four to six most significant aspects of the job. As a general rule, from six to eight segments are recommended.
Sample Lists of Significant Job Segments
Here are some actual examples taken from different types of organizations. They illustrate job descriptions and the significant job segments derived from them.
Position Title: ADMINISTRATIVE ASSISTANT
Duties and Responsibilities
•Composes general correspondence and reports using various software applications.
•Prepares graphs and charts for presentation materials.
•Gathers, compiles, and summarizes data.
•Enters and maintains spreadsheets.
•Arranges meetings, appointments, and conferences. Coordinates schedules, calendars, and conference calls. Makes travel arrangements.
•Establishes and maintains files.
•Responds and monitors telephone, voice mail, e-mail, and other correspondences as directed.
•Orders and maintains technical/desk equipment (i.e., phones, ergonomic equipment, desk set-ups) for new hires.
•Serves as a liaison between Inside Sales and other departments.
•Keeps time for area by maintaining vacation/absenteeism record and preparing payroll. Investigates and corrects any discrepancies associated with new hires or transfers.
•Handles confidential information, and maintains confidential files.
•Assumes other responsibilities as required or requested.
Significant Job Segments
•Composes general correspondence and reports.
•Prepares charts and graphs.
•Enters and maintains spreadsheets.
•Arranges meetings, appointments and conference calls.
•Establishes and maintains files.
•Orders and maintains technical desk equipment.
•Handles confidential information.
Position Title: SYSTEMS ANALYST
Duties and Responsibilities
•Researches and analyzes current systems.
•Analyzes current problems related to systems.
•Conducts meetings with users to determine problems and/or suggested improvements.
•Recommends equipment modifications or additions.
•Designs and develops new systems.
•Implements new or modified systems.
•Coordinates efforts with senior programmers and/or programmer analysts.
•Trains and develops assigned personnel in systems techniques.
•Serves as project leader.
Significant Job Segments
•Problem analysis
•Meetings with users
•Systems design
•Systems implementation
•Coordination with programmers
•Training and development of personnel
•Project leadership
Position Title: APPLICATION DEVELOPER,
Information Technology
Duties and Responsibilities
•Designs, develops, tests, debugs, implements, documents, and maintains new applications, major new versions of existing applications, and enhancements to existing applications.
•Writes efficient code for the presentation (ASP.NET, HTML), business logic (components), and data (e.g., database SQL, stored procedures, triggers, functions) layers to create robust, flexible, scalable, highly available, low-maintenance, and cost-effective architecture. Core languages include Visual C#.net, JavaScript, and T-SQL.
•Utilizes standard development methodologies, coding standards, procedures, and techniques.
•Provides time estimates, progress status reports, problem reports, and reports on any issues pertaining to the projects to project managers, development leads, and architects in order to foster effective communication and coordination throughout the project life cycle.
•Works with architects and project managers to write, revise, and finalize user specifications, technical documentation, and other descriptive documentation that may support software applications (e.g., on-line help).
•Participates in periodic code reviews to ensure high quality and consistent coding practices.
•Adopts, follows, and contributes to the evolution of company standard best practices for application development and IT in general.
•Installs, tests, and maintains systems software, operating systems, compilers, and other systems.
•Participates in the development of training materials and/or on-line help materials for applications developed in-house.
•Acquires new knowledge through training programs and/or books/Web and keeps current with technologies.
Significant Job Segments
•Designs, develops, and tests new applications.
•Writes efficient codes for various applications.
•Uses standard development methodologies.
•Provides time estimates and various reports.
•Writes, revises, and finalizes descriptive documentation.
•Installs, tests, and maintains system software.
Position Title: SALES REPRESENTATIVE
Duties and Responsibilities
•Maintains current product, product application and capability, and product justification knowledge. Knows enough to be accepted and recognized as an expert in our field.
•Establishes friendly business and personal relationships with all potential customers for all assigned product lines in the assigned territory.
•Gets to know potential customers’ organization and personnel. Knows intimately their responsibilities, products, economics, problems, requirements, methods, and so on.
•Conducts all activities in a manner contributory to maintenance of optimum corporate image, as defined in our sales and services policies.
•Organizes, plans, and schedules utilization of time to provide optimum effective account and territory coverage. Plans each specific sales call for most effective use of time.
•Creatively sells an optimum volume of all assigned products to all potential users in the assigned territory, commensurate with the potential for each product line.
•Conducts after-order follow-up in recognition of the fact that we are in a repeat business.
•Maintains knowledge of and adheres to company organizational procedures and policies regarding pricing, deliveries, warranty service, sales terms, forecasts, work hours, records, reports, vacation scheduling, use of company car, and so on.
•Identifies, keeps informed about, and reports on customers’ present and future requirements, problems, and desires in order to facilitate our adapting our product lines and your efforts to these requirements.
•Keeps informed about and reports on all competitive products and developments.
•Utilizes home office assistance, advice, and guidance as required or offered.
•Cooperates with home office, other territories, and other sales and service personnel as required to accomplish overall sales objectives.
•Performs other specific assignments as required or requested.
Significant Job Segments
•Product knowledge
•Customer relations
•Customer knowledge
•Time utilization
•Sales volume
•Company knowledge
•Reports
Position Title: PAYROLL SUPERVISOR
Duties and Responsibilities
•Supervises the following:
a.Compiling of data
c.Computing of detail
d.Preparation of summaries and control figures
e.Preparation of tax reports
•Assigns work to employees.
•Interviews, selects, and trains employees.
•Evaluates and counsels employees.
•Recommends people for promotion.
•Recommends salary increases.
Significant Job Segments
•Data compilation, tabulation, and computing
•Preparation of reports
•Work assignment
•Personnel
•Promotion and salary increases
Position Title: MACHINE SHOP SUPERVISOR
Duties and Responsibilities
•Plans and coordinates precision machining of standardized components involving diversified operations and machine setups.
•Interprets and directs compliance with the union contract and labor relations policies.
•Enforces compliance with administrative practices and procedures.
•Establishes budgets.
•Maintains surveillance to ensure timely production that meets quality standards.
•Keeps costs within established budget.
•Interviews, selects, trains, counsels, promotes, evaluates, and assigns work to nonsalaried personnel.
•Acts as liaison with other divisions.
Significant Job Segments
•Planning
•Union contract and policies
•Practices and procedures
•Budgets
•Quality
•Personnel
Position Title: MARKETING ANALYST
Duties and Responsibilities
•Conducts market surveys.
•Gathers data on business activity trends.
•Gathers data on economic conditions.
•Prepares data for analysis by computer.
•Monitors computer output.
•Prepares reports.
•Participates in development of new company sales programs.
•Assists in implementation of new or modified management information systems.
Significant Job Segments
•Market research
•Computer interface
•Reports
•Sales programs
•Systems
Position Title: HEAD NURSE
Duties and Responsibilities
TO PATIENTS
•Plans safe, economical, and efficient nursing care.
•Sees that quality patient care is given to each patient in accordance with quality standards.
•Formulates and utilizes patient care plan to assist in resolving patient problems.
•Acts as liaison among patient, physician, and family.
TO MEDICAL STAFF
•Acts as liaison between physician and patient care team.
TO OWN NURSE MANAGER
•Shares appropriate communications with unit personnel.
•Ensures adequate staffing.
•Makes out patient care assignments.
•Helps with budget planning; operate unit within budget.
TO DEPARTMENT PERSONNEL
•Holds regular unit personnel meetings.
•Promotes an environment in which the patient-care team can work cooperatively toward objectives.
•Provides an opportunity for personnel staff development.
•Counsels personnel when necessary.
TO COMMITTEES
•Participates actively in selected committee activities.
TO OTHER ORGANIZATIONS
•Maintains membership in appropriate professional organizations.
TO SELF
•Participates in continuing education programs.
Significant Job Segments
•Patient care
•Medical staff
•Staffing
•Budget
•Meetings
•Subordinate development
•Self-development
Position Title: DATA PROCESSING MANAGER
Duties and Responsibilities
•Establishes departmental objectives.
•Schedules operations.
•Protects and maintains present equipment.
•Recommends new or modified equipment.
•Provides timely and pertinent reports.
•Administers tape library.
•Conducts departmental meetings.
•Administers company personnel policies.
•Hires, orients, and trains new personnel.
•Trains and develops employees.
•Handles employee suggestions and problems.
•Evaluates employee performance.
Significant Job Segments
•Objectives
•Operations
•Equipment
•Reports
•Tape library
•Meetings
•Personnel
Position Title: SALES MANAGER, CUSTOMER SERVICE PARTS
Duties and Responsibilities
•Supervises repair parts order analysts to ensure the expeditious writing and processing of parts orders.
•Provides instructions and guidance on difficult parts identification problems.
•Oversees warrantee parts activities to ensure proper crediting of return parts and fulfillment of vendor warranty obligations, and to alleviate problems regarding warrantee claims and related billings.
•Monitors correspondence procedures required to acknowledge parts and orders.
•Advises customers of order and price changes.
•Monitors the inventory and replenishment of parts at the company’s bonded warehouses.
•Organizes and expedites the maintenance of up-to-date references, price lists, and files essential to service customers.
•Interviews, selects, trains, counsels, evaluates, and assigns work to clerical and technical personnel.
•Prepares reports.
•Helps develop objectives and budget.
•Operates within budget.
Significant Job Segments
•Orders
•Warrantees
•Customer contacts
•Personnel
•Budget
Position Title: MANAGER, MANUFACTURING ENGINEERING
Duties and Responsibilities
•Documents all manufacturing engineering procedures, including routing cards, CRT update, engineering change notices, form design and modification, and any other required new procedures that are repeatable and necessary for future reference.
•Develops and implements procedures for an effective bonus incentive system.
•Directs the Idea Action Program in analyzing suggestions and computing awards.
•Oversees the packaging function that is responsible for the design and purchase specification of packaging material and the procedures for the actual packaging operation.
•Manages a waste and scrap program to include sales of scrap material, recycling scrap where possible, and solution of scrap and waste problems.
•Conducts special projects on plant operations and functions.
•Handles employee relations function for the department.
Significant Job Segments
•Documentation
•Bonus system
•Idea Action Program
•Packaging function
•Scrap program
•Employee relations
Determining Job Segments Without Job Descriptions
In organizations that do not have up-to-date job descriptions, the supervisor should sit down with the employee and discuss the job. The first step is to list all the duties and responsibilities that would apply to any person doing the job. If more than one person is doing the same job, the supervisor should conduct a meeting with all the employees to agree on duties and responsibilities. If the number of people is too large for a meeting, it is advisable to meet with a representative sample of the group.
When agreement has been reached on all the duties and responsibilities, the next step is to agree on the significant job segments. Again, the group approach should be used if more than one person is doing the same job.
In seeking agreement on the significant job segments, there are three different approaches that might be used:
1.The manager and employees independently list the significant job segments and then discuss them to reach understanding and agreement.
2.The manager makes a tentative list and presents it to the employees for reaction, modification, and agreement.
3.The employees make a tentative list and present it to the manager for reaction, modification, and agreement.
It doesn’t make much difference which of the three approaches is used as long as understanding and agreement are reached. There is a possibility that the second choice will not be as effective as the other two because employees may be reluctant to challenge the “tentative” list made by the manager. Also, the involvement of the employee in choices 1 and 3 will probably create a climate in which the employee is more highly motivated toward the entire performance review process.
Summary
The first step in the performance review process is to clarify what’s expected of the employee. The first part of this is for manager and employee to agree on the significant job segments that should be appraised. Typically, from six to eight segments should be identified. If job descriptions are available, they should be used as a basis for selecting the significant job segments. If not, a list of duties and responsibilities should be prepared. In order to be sure that the significant job segments are clear and agreed on, they should be jointly determined by manager and employee. The next step in the process of clarifying what’s expected is to develop standards of performance for each significant job segment.
Standards of Performance
Standards of performance are an important and often neglected element in the performance review process. While significant job segments describe what needs to be done, standards of performance describe how well it must be done. The two of them together clarify what’s expected of the employee. This clarification is necessary to guide the behavior of the employee as well as to provide a basis for appraisal.
Defining Standards of Performance
There is a difference of opinion among performance appraisal experts on the exact meaning of standards of performance. Some use the definition “the conditions that will exist when the job segment is well done.” Others use the definition “the conditions that will exist when the job segment is done in an acceptable manner.” Although the difference between “well done” and “acceptable” seems to be slight, the difference is very significant. The following two examples illustrate the difference.
Example 1
Here are some facts about the percentage of manufactured parts that were classified as scrap in a manufacturing plant. The figures refer to the past six months.
1.The best the percentage has been is 2 percent for a one-week period. This happened on two occasions.
2.It went as high as 15 percent for a one-week period. This is considered uncontrolled.
3.Except for these three one-week periods, it has varied from 3 percent to 10 percent on a weekly basis. The 3 percent figure occurred three times, and the 10 percent occurred twice.
4.The average weekly figure for the past six months has been 7 percent.
5.From 3 to 4 percent is considered excellent.
At what level should the standard be set? Mark your estimate before reading further.
Example 2
Here are some facts about a daily report in an office. The figures are for the past six months.
1.Ideally, there should be no errors such as miscalculations and wrong entries, because this causes extra work and delay.
2.The best record for a week was one error. This occurred only once.
3.The report is sufficiently complex and frequent that as many as four errors are usually made per week, even by thoroughly experienced people. This you can live with.
4.When errors reach the level of six per week, the finance department complains because of the excessive amount of time needed to correct the errors.
5.The worst record for one week by an experienced employee was seven. This occurred only once. Six errors were made twice during the past six months.
6.There has been an average of 4.1 errors per week for the past six months.
At what level of errors per week do you think the standard should be set? Mark your estimate before reading further.
0 1 2 3 4 5 6
If standard of performance is defined as the conditions that will exist when the job is well done, the standards should probably be set at 4 percent scrap for Example 1 and two errors per week for Example 2. If standard of performance is defined as the conditions that will exist when the job is done in an acceptable manner, the standards should be set at 7 percent scrap for Example 1 and four errors per week for Example 2.
This book uses the definition “the conditions that will exist when the job segment is done in an acceptable manner.” This means that the answers to the examples are 7 percent scrap and four errors per week.
The reason for this definition is that it provides a great deal of opportunity for the employee to exceed the standard and be recognized for it. It also means that performance is unsatisfactory if the standard is not met. If the other definition is used and the standard is met only when the job is well done, many satisfactory employees would not meet the standard, and this might have a negative effect on their attitude and desire to improve.
Characteristics of Standards
There are eight characteristics of effective standards:
1. They are based on the job and not the person(s) in the job. Standards of performance should be established for the job itself regardless of who occupies the job. For example, the job of marketing analyst or production foreman may be a job that a number of people perform. There should be one set of standards for the job, not one set for every person doing that particular job.
Standards of performance are different from objectives. Objectives should be set for an individual, rather than for a job. And a typical characteristic of an objective or goal is that it should be challenging. Therefore, a manager who has several employees who do the same job will have one set of standards for the job but may have different objectives for each person, based on that person’s experience, skills, and past performance. For example, the objective for a mediocre performer may be the same as the standard, while the objective for an outstanding employee may be much higher than standard.
2. They are achievable. This characteristic is directly related to the definition described earlier. It means that practically all employees on the job should be able to reach the standard. (An exception is a new employee who is learning the job. The standard may not apply until the employee has passed the probationary period.) Most production standards are set so that practically everyone can meet the standard and many employees can reach 125 percent of standard.
In the 1980 Winter Olympics, at Lake Placid, New York, there were two ski hills. One was called the 70-Meter Hill and the other was called the 90-Meter Hill. The distance referred to the length of the jump by the skiers. Nearly all the competing skiers exceeded the 70 meters and the 90 meters, and many of them jumped from 20 to 30 meters beyond. The standard (70 meters or 90 meters) was much lower than the objective as well as the performance of the competitors.
3. They are understood. It almost goes without saying that the standard should be clear to manager and employee alike. Unfortunately, there is often confusion between the two parties on the exact meaning of a standard.
4. They are agreed on. Both manager and employee should agree that the standard is fair. This is very important in motivating an employee. It is also important because it becomes the basis for evaluation.
5. They are as specific and as measurable as possible. Some people feel that standards must be specific and measurable. They insist that they must be stated in numbers, percentages, dollars, or some other form that can be quantifiably measured. Every effort should be made to do this, but if it can’t be done, the standard should be stated as specifically as possible even if subjective judgment must be used to evaluate performance against it. Early in a performance review program, it might seem impossible to state standards in measurable terms. With practice and experience, it may be possible to be specific on all or nearly all standards.
6. They are time oriented. It should be clear whether the standard is to be accomplished by a specific date or whether it is ongoing.
7. They are written. Both manager and employee should have a written copy of the standards that are agreed on. In this way, they won’t have to rely on memory, and the standard can be a constant reminder to both parties.
8. They are subject to change. Because standards should be achievable and agreed on, they should be periodically evaluated and changed if necessary. The need to change may be new methods, new equipment, new materials, or changes in other significant job factors. But they should not be changed just because a performer is not meeting the standard.
Who Should Set Standards?
Because standards are to be clear and agreed on, there is good reason to involve employees in setting their own standards. Another reason for this involvement is to motivate the employee to put forth maximum effort to achieve and even exceed the standard. Helping to set the standards will probably result in a higher degree of commitment.
If only one person is doing a particular job, the manager and the employee should jointly set the standards. If more than one person is doing the same job, all the people on that job, or at least a representative group, should be involved. (In this respect, setting standards is just like determining significant job segments.) Where differences of opinion exist, the manager must have the final say. The manager should make every effort, however, to get the employees to agree that the standard is fair.
There are three ways of getting employee involvement in setting standards:
1.The manager considers all factors, prepares tentative standards, and discusses them with employees to get agreement. The manager must listen to them and be willing to change the standards if the employees’ suggestions warrant a change.
2.The employees set their own tentative standards and bring them to the manager for agreement. Employees should be told in advance that their recommendations will not necessarily be accepted.
3.The manager and the employees independently set standards for significant job segments. These standards are compared and discussed to reach agreement.
The first approach is probably the least effective because employees might be reluctant to disagree with the tentative standards set by the manager. Often a manager who develops tentative standards becomes defensive and impatient with employees who challenge them. If this first approach is to be effective, the manager must be sure to create a climate in which employees feel free to disagree and in which the tentative standards are subject to change.
The second approach can be effective if the manager is knowledgeable enough to judge the standards suggested by the employee. It puts the major part of the responsibility on the employee, which is apt to create a commitment to achieve or exceed the standards.
The third approach is probably the best because each party has given some time and effort to the creation of fair standards. Their discussion should result in the best standards.
Sometimes an outside person such as a consultant or personnel director can effectively conduct a meeting between manager and subordinates to establish standards. This neutral party can keep the discussion objective so that good standards are developed and rapport is maintained between manager and employees.
How Many Standards?
This question is similar to “How many significant job segments?” There is no magic number, nor is there any rule of thumb that says it all depends on the job. The main factor that determines the number of standards is the manager. How many standards does he feel are needed to clarify what is expected of an employee? If two standards will do it (say, quantity and quality), then that should be sufficient. If it takes ten or twenty pages to define the standards, then that’s how many there should be. There is an advantage to having many, rather than few. This not only gives an employee a clearer understanding of the total job but also allows the manager to appraise many different facets of the job and to pinpoint an employee’s areas of strength, as well as those needing improvement. Therefore, an organization should not put a limit on the number of standards that should be developed for a job.
Following are samples of standards of performance that have been developed for segments of different jobs in a variety of organizations.
Position: PRODUCTION FOREMAN
Significant Job Segments |
Standards of Performance |
1.Safety |
1.Monthly safety meetings are conducted in accordance with company schedules. |
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2.Safe operating procedures are followed by all employees. |
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3.Regular monthly inspections are held in the department in accordance with the approved checklist. |
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4.Action is taken within five days to correct any unsafe condition. |
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5.Monthly safety reports are submitted by the 5th of the following month. |
2.Controlling costs |
1.Waste and scrap are kept below 2 percent of total production. |
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2.One cost-saving improvement per month is initiated and put into operation. |
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3.Overtime costs are held to a maximum of 3 percent of direct labor costs. |
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4.All purchases are made in the most economical manner according to a buying plan. |
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5.Overhead costs are kept within budget limitations. |
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6.Salary controls are exercised in accordance with the salary administration plan. |
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7.The ratio of productivity to costs is improved by 1 percent every six months. |
1.New employees are inducted and trained in accordance with a definite plan. |
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2.Performance reviews are held with all employees on an annual basis. |
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3.The appraisal and performance improvement plan aspects of the performance review program are reviewed with the manager. |
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4.Discussions are held with employees at least quarterly to see that performance improvement takes place according to plan. |
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5.Responsibilities and authority are delegated to employees on a planned basis. |
Position: EMPLOYMENT SUPERVISOR
Significant Job Segments |
Standards of Performance |
1.Recruiting |
1.Ninety percent of requisitions for qualified employees are filled within three weeks of date of requisition. |
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2.Each employee is recruited at a cost lower than the cost of hiring one employee through a commercial placement agency. |
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3.Current file of qualified applicants is maintained to fill recurring job openings. |
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4.Job inquiries are answered within two working days of receipt. |
Position: OFFICE SUPERVISOR
Position: REGIONAL SALES MANAGER
Position: CORPORATE UNIVERSITY MANAGER
Significant Job Segments |
Standards of Performance |
1.Training Classes |
1.Training needs are determined by using one or more of the following: |
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a.Surveys of potential participants |
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b.Advisory committee meetings |
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c.Discussion and/or correspondence with key people |
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2.Program objectives are established on the basis of needs. |
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3.Program content is developed on the basis of objectives. |
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4.Speakers are selected and coached. |
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a.Teachers have knowledge and teaching skills. |
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b.Teachers are oriented on program objectives and participants. |
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5.Coordination. |
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a.A minimum of forty-five program days are held per year. |
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b.Facilities, introduction of leaders, visual aids, and materials are effectively coordinated. |
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a.Standard reaction sheet is used for each program. |
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b.Standard of 3.7 on a 4.0 scale is achieved in 90 percent of the programs. |
2.Performance Review |
1.All salaried personnel are reviewed annually. |
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2.All reviewers receive fourteen hours of training on performance reviews by January 1. |
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3.All completed performance improvement plans are received by February 15. |
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4.Confidential files are maintained on all performance reviews and made available only to authorized persons. |
Position: DEPARTMENT HEAD
Significant Job Segments |
Standards of Performance |
1.Planning |
1.Suggested items for next year’s expense budget are submitted by September 15. |
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2.Suggested capital expenditures for next year are submitted by September 15. |
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3.Specific annual objectives are established for next year by December 1. |
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4.A report on specific accomplishments for the past year is submitted by January 20. |
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5.Long-range plans covering a five-year period are prepared by December 15 and updated yearly. |
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6.Daily assignments are given to accomplish a minimum of 85 percent of established schedules. |
Position: DIVISION MANAGER
Significant Job Segments |
Standards of Performance |
1.Communication |
1.Managerial and functional staff are kept informed of all important or unusual conditions or trends that have a bearing on the company’s interests so that no such matters come first to their attention from outside sources. |
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2.All regularly scheduled managers’ conferences are attended by division manager unless ill or away. Pertinent information based on field experience is relayed to other managers and staff members in attendance, and appropriate opinions are expressed to contribute to the discussion of subjects under consideration. |
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3.Meetings are held with division staff and district supervisory personnel within ten days following each managers’ conference to relay items of information from the conference and to discuss pertinent topics of local interest. |
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4.Similar meetings are held within one week in each of the districts in the division. |
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5.New developments and pertinent information such as company plans and policy changes are relayed to all division personnel involved within one week of the manager’s receiving such information. |
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6.Employees feel that division manager is personally available to them to discuss problems or ideas. |
Summary
Standards of performance are defined as conditions that will exist when the job has been done in an acceptable manner. They have two purposes. First, they guide the behavior of an employee to accomplish the standards that have been established. According to James L. Hayes, former president of the American Management Association and an internationally known expert on standards of performance,
If you go through the exercise of establishing standards of performance with your employees and clarify what your expectations are, it is a worthwhile exercise even if you never appraise their performance. This is because most people want to do an acceptable job.
The second reason for standards of performance is to provide a basis against which the performance of an employee can be effectively and fairly appraised. Unless clear standards of performance are established, appraisals are too often biased by feelings and subjective evaluation. Regardless of the approach and forms that are used in a program on performance appraisal and review, the process of clarifying what’s expected is essential if the program is going to be effective. Standards of performance are the best way to do this.
Effective standards of performance are based on the job and are achievable, understood, agreed on, specific and measurable, time oriented, written, and subject to change.
So that the standards can be properly set and employees are motivated to meet or exceed them, employees should be involved in setting their own standards. In case of disagreement, the manager must make the final decision.
There is no minimum or maximum number of standards that should be set for a job. Having many standards helps the employee understand more clearly what is expected and also helps the manager pinpoint specific strengths and areas needing improvement. The manager and the employee should decide the number of standards that is both appropriate and practical.