Developed by Authenticity Consulting, LLC
Performance Management: Performance Appraisal (Generic to Performance Management)
© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Adapted from the Field Guide to Leadership and Supervision.
Organizations try to manage the performance of each employee, team and process and even of the organization itself. The performance management process is very similar, regardless of where it is applied. Information in this topic describes the general performance management process. The information is customized for each application in the topics Employee Performance Management, Group Performance Management and Organizational Performance Management.
Sections of This Topic Include
Suggested Previous Reading
Basic Steps in a Performance Appraisal
Also see
Related Library Topics
Learn More in the Library's Blogs Related to Performance Appraisals for Employees, Teams, Processes and Organizations
In addition to the articles on this current page, see the following blogs which have posts related to Appraisals for Employees, Teams, Processes and Organizations. Scan down the blog's page to see various posts. Also see the section "Recent Blog Posts" in the sidebar of the blog or click on "next" near the bottom of a post in the blog.
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Suggested Previous Reading
Readers will benefit most from having read the subsection Overall Goal and Basic Steps, Key Terms, and Performance Plan included in the section Basic Overview of Performance Management.
Basic Steps in a Performance Appraisal
As described in that last subsection, development of the Performance Plan typically includes the first eight steps of the basic 14 steps in performance management. The Performance Appraisal picks up from step nine. We also continue our example of the machine operator. At this point in our example, the Performance Plan has been developed.
Information in this section is generic to performance management, that is, the information generally applies to any performance management effort, e.g., organization, process, subsystem or employee.
NOTE: As review about key terms in performance management, key terms are bolded and italicized below.
9. Conduct ongoing observations and measurements to track
performance
The operator's supervisor would observe the number of high-quality
prints, including staying in contact with the Director of the
Catalog Department.
10. Exchange ongoing feedback about performance
Feedback is information relevant to how well results are being
achieved. Useful feedback is timely, feasible and understood.
Ideally, feedback address key activities to improve or reinforce
performance. Usually, the larger the number of sources giving
feedback, the more accurate is the depiction of events. In our
example, the employee, supervisor and Director of the Catalog
Department should continue to share impressions of how well results
are being achieved. Any ideas to improve or support performance
should be implemented as appropriate. This ongoing feedback
is often one of the most important aspects of performance management.
11. Conduct a performance appraisal (sometimes called performance
review)
A performance appraisal (or review) includes documentation
of expected results, standards of performance, progress toward
achieving of results, how well they were achieved, examples indicating
achievement, suggestions to improve performance and how those
suggestions can be followed. If the above steps in the performance
management process were followed, the performance appraisal is
usually quite straightforward to carry out. In our example, the
appraisal should include input from the employee, supervisor and
Director of the Catalog Department. The performance appraisal
should be carried out at regular intervals as performance tracking
is underway.
12. If performance meets desired performance standards,
reward for performance
In our example, the machine operator may be due some form of reward,
that is, recognition or compensation, e.g., letter of recognition,
promotion, letter of commendation, etc. This step in the performance
management process is often overlooked when focusing on organization-wide
performance improvement, or on a major subsystem.
For the Category of Performance Management:
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
Related Library Topics
Recommended Books
General Information -- Books About General Topic of Performance Management
-
Field Guide to Leadership and Supervision in Business
- by Carter McNamara, published by Authenticity Consulting, LLC.
Includes step-by-step guidelines, tips and tools to effectively lead:
1. Yourself
2. Other individuals in the business
3. Groups and teams in the business
4. Business organizations
5. As well as all functions within the business organization.
Many of the Library's materials about business, leadership and management are adapted from this book. Just click on the title of the book above to see the Index and Table of Contents.
-
Field Guide to Leadership and Supervision With Nonprofit Staff
- by Carter McNamara, published by Authenticity Consulting, LLC.
Includes step-by-step guidelines, tips and tools customized for personnel in nonprofits to effectively lead:
1. Yourself
2. Other individuals in the nonprofit
3. Groups and teams in the nonprofit
4. Nonprofit organizations
5. As well as all functions within the nonprofit organization.
Many of the Library's materials about nonprofit leadership and management are adapted from this book. Just click on the title of the book above to see the Index and Table of Contents.
To get more information about each of the following practical books, just click on the image of the book. Also, a "bubble" of information might be displayed. You can click on the title of the book in that bubble to get more information, too.
