Performance Evaluation

Introduction

This paper is based on a scenario in which suggestions regarding the performance evaluation system for a firm that has hired an engineer for overlooking operations at a newly constructed plant. The engineer was hired two years ago. According to the case scenario, there are some valid issues pertaining to performance evaluation system that are needed to be addressed. Based on these separate purposes that a performance evaluation system can fulfill, different referent standards are utilized by effective performance evaluation systems (Judge, 2006). Structurally, performance evaluation systems impose a formal structure for the employee (such as an engineer in this case) evaluation process involving input from administrators as well as employees (Stufflebeam, 2008).

Discussion

Evaluation on the job is an essential requirement of supervising and making decisions about employees. These kinds of evaluations should be keyed to assigned job responsibilities and the organization's mission and priorities. Evaluation results are needed to give employees feedback on their strengths and weaknesses and point up areas requiring improvement (Bacal, 2008).

Individual peers or a personnel (such as an engineer in this case) evaluation committee may also be asked to assess the employee's (such as an engineer in this case) performance (Bernardin, 2007). Periodically, the supervisor or evaluation committee compiles, assesses, and interprets the available information, then reports it to the employee (such as an engineer in this case) and others as appropriate. The reports may then lead to pertinent decisions and actions—including improvement plans and training—and, in positive cases, be used to reinforce the employee (such as an engineer in this case)'s good efforts and accomplishments (Judge, 2006).

Employee Evaluation Methods and Tools

Sound personnel (such as an engineer in this case) evaluation requires a range of potentially relevant methods and tools. Examples are interview protocols, police background checks, observation schedules, checklists, critical incident records, employee (such as an engineer in this case)- and supervisor-prepared portfolios, document analysis, objective knowledge exams, performance tests, attitude and personality inventories, questionnaires to the employee's (such as an engineer in this case) clients, supervisor ratings, role-play sessions, examined internships and apprenticeships, and assessment centers (Stufflebeam, 2008). These need to be carefully developed and validated in the first place. Users also should carefully select and apply only those procedures or instruments that fit the needs of particular evaluations. Subsequently, users should adapt and validate the methods and tools they chose to apply so that these are demonstrably valid for assessing the particular person's competence and performance of assigned job responsibilities (Bacal, 2008). Ultimately, the evaluator must show that the employed procedures and tools led to defensible conclusions about the evaluatee's qualifications and performance (Banks, 2007).

Recommendations

Performance management relies on a systemwide approach to monitor and enhance organizational performance. Common components of performance management systems include effective recruiting, training, coaching, evaluation, and compensation. The goal of performance management is to guarantee that the right individuals have the knowledge, skills, motivation, and environmental support to do their jobs effectively and efficiently (Bernardin, 2007). Thus, performance management relies on performance, causal, and root cause ...