Final Paper

Running Head: INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY 1
Industrial/Organizational Psychology and the Workplace
Connie Butts
PSY 302: Industrial/Organizational Psychology
Instructor: Jody McKnight
March 18, 2016

Industrial/Organizational Psychology and the Workplace
Regardless of where we may work or whom we may work for, industrial/organization
psychology is applied to some extent. This fact is obvious when we consider exactly what
industrial/organizational psychology is. “Industrial/Organizational (I/O) psychology is the
scientific study of the workplace that applies the rigorous methods of psychology to issues of
critical relevance to business, including talent management, coaching, assessment, selection,
training, organizational development, performance, and work-life balance” (Youssef, & Noon,
2012). The issues mentioned above are critical to business as a whole, finding the right people to
fill positions within the company that exhibit the traits and skills necessary for specific jobs and
keeping those valuable employees happy. Industrial psychology is used in assessing the
individual employees’ personalities, knowledge, skills and abilities, measuring and managing
employee attitudes and emotions, motivating employees and ensuring that employees have
healthy, safe balanced jobs and lives while organizational psychology focuses on group issues
such as communication, negotiation, conflict resolution and team processes (Youssef, & Noon,
2012). I will use an example of a local hospital in the area I live and analyze how
Industrial/Organization psychology is used in recruiting the talent needed in filling critical
positions within the laboratory to build successful teams that work together to positively
influence rapid patient recovery.
The hospital I will be considering and applying I/O psychology’s principles to is a local
hospital where I live Northeast Georgia. This hospital has been serving more than 13 counties
over 50 years. It is a general medical and surgical not-for-profit hospital that currently has 513
beds and is ranked #7 in the nation and ranked the number one Georgia hospital for treating
strokes, heart disease and women’s health problems. The hospital’s core values include

respectful compassion, deep interdependence, responsible stewardship and passion for
excellence. This hospital has a formal job description (see appendix) and had a formal job
analysis completed before drafting the formal job description was drafted which includes
preferred traits that contribute to success in the laboratory setting. The job description outlines
desirable qualities and traits they want employees to possess as well as the skills, knowledge and
certifications a technologist must possess in order to be employed.
The minimum job qualifications for a medical technologist at this hospital include being
licensed or certified through credentialing agencies after obtaining a bachelor’s degree and have
one to two years of Medical Technology training. Two of the credentialing agencies that meet
these requirements are ASCP (The American Society of Clinical Pathologists) and NCA (The
National Certification Agency). This hospital also requires two to three years’ experience in the
hospital setting in addition to the internship and education required to be hired as a certified
medical technologist.
Employees are recruited for this hospital through a section of the HR department called
force planning. Positions are also advertised online through the hospital portal and sometimes
they are listed through the department of labor. Once an application blank is completed by a
person with interest in working for the hospital, it is sent to a recruiter. The recruiter checks the
documentation provided and calls the person in for an interview. At the interview they compare
the education, credentials and skillsets of the individual with those required by the job
description. If the applicant meets the criteria needed, the application is sent to the operations
manager and supervisor of the department being filled. Once this is done a background check
and verification of job history and schooling is verified. After the application has been reviewed

and the applicant fills all of the criteria they will be called in for a formal interview within the
laboratory.
When a person is called in for a formal interview anything that needs to be documented
will be addressed and a thorough analysis is made to see if the applicant possesses the
knowledge, education, certifications, experience and personality traits needed to be a good fit for
the position they are filling because they know that everyone in the lab must work together,
communicate effectively and share knowledge demonstrating cohesiveness and team spirit
(Sparks, Herman, Wolfe, & Zurick, 2015). This hospital provides a comprehensive, accurate and
up to date job description that also outlines the hospital core competencies that the employer
looks for in the personality traits of its employees and looks for evidence of these traits during
the interview process as well as through previous background experience in the field (Ekuma,
2012). The interviewer looks for key traits that contribute to success such as being vulnerable by
admitting mistakes and shortcomings, being an effective communicator by sharing fully and
engaging others in a respectful manner, being accountable by demonstrating tenacity and
perseverance, displaying empathy by making themselves available to help others, being an
attentive and active listener, managing disagreements by seeking to find solutions that benefit all,
promoting teamwork by encouraging and supporting others and striving for continuous
improvement by seeking out new ideas and approaches that would promote a more smoothly run
hospital.
This hospital does yearly evaluations that are based on core competencies, vision and
mission statement, and include categories such as: fulfills essential tasks and responsibilities of
the position, fulfills organizational expectations, exemplifies the organizations core
competencies and they are rated on a scale of one to five, one being the lowest and five being the

highest in performance (see appendix for a sample job evaluation). Yearly construct-aligned
appraisals are done by the human resources department and the rating of the evaluations
determine the pay levels that can be expected as well as determinations of lay-offs, terminations
and promotions (Youssef, & Noon, 2012). These assessments use context specific day-to-day
work practices and are rated according to how accurate, complete, and independently the worker
performs their duties on a consistent basis (Crossley, Johnson, Booth, & Wade, 2011).
As well as in any hospital setting there is on-site training for all new laboratory
employees. This is necessary because instrumentation, procedures and laboratory information
systems vary from hospital to hospital. Depending on the size and workload handled at various
hospitals there could be small hand-held devices used or highly complex analyzers used or
sometimes both. Many of these analyzers cost hundreds of thousands of dollars and are leased by
hospitals rather than purchased. This calls for specialized training in running, calibrating and
handling this equipment. This training period covers weeks to months in duration and equips the
technologist in all areas of caring for and running these analyzers. The new technologist is also
trained in policies and procedures in place for the specific hospital. The training provided is
supplied by an area supervisor or lead technologist in the area of the laboratory the new
technologist will be working. This training is in addition to training and development provided
online.
Online training and development is supplied by computer modules that must be
completed by the technologist as well as continuing education that is completed online. These
forms of training and development are mandatory if a technologist remains employed by the
hospital. Each year a technologist must complete all modules assigned as well as accrue at least
twelve hours of continuing education to keep their credentials up to date. If a technologist allows

their credentials to lapse they are required to go through the complete credentialing process once
again and are required to retake credentialing exams and pass them. Technologists must be
organized and efficient communicators to stay up to date with training, continuing education and
the stresses encountered working in the laboratory setting.
Many stressors are faced daily when working in a medical laboratory. One stressor faced
on a regular basis is the workload during peak times in the laboratory. Often times there are
many, sometimes hundreds of samples that are ordered to be performed at specific times during
the day. This alone is stressful, but the stress level intensifies due to the samples that are sent to
the laboratory to be done immediately. These samples are prioritized as stat or urgent and must
be done immediately. These samples often come from the emergency room, the operating room
and sometimes from the intensive or cardiac care areas. When these samples are received all
routine or timed tests must wait until the stat or urgent samples are performed. This requires the
medical technologist to be aware of the status of samples that are received within the department
and to be able to reorganize and prioritize tests effectively and perform them in an accurate and
speedy manner. Stat and urgent lab work must be received, processed and reported within one
hour of collection.
Another stressor that is often encountered by technologists is finding and solving issues
with an analyzer that is not performing properly. Many times an analyzer develops problems
during processing samples and when they do inaccurate results are often a symptom. This makes
it imperative that a technologist actually read results and make judgments about repeating tests,
having samples recollected due to inaccuracies caused by hemolysis or contamination or
determine if it is an error caused by an analyzer before reporting possible erroneous results. If it
proves to be an actual problem with the analyzer the technologist must do troubleshooting to

identify the reason for the problem (such as a clot being aspirated into the system) and fix it in a
timely manner. After the issue with the analyzer is identified, calibrations and quality control
must be performed and the results must be within desired limits before patient testing can be
resumed. During these times of high stress communication style conflicts often become a
problem that requires the technologist to keep calm and remain respectful at all times. This
process takes time and causes delays in reporting test results which leads to another stressor
often faced by laboratory personnel.
Any time patient testing is interrupted by analyzer issues doctors and nurses who are
looking for laboratory results start to call the lab to get results. This is extremely stressful when
doctors or nurses are calling for stat results and a patient’s life could depend on delivering those
results promptly. Effective communication skills are imperative under high stress situations such
as these. The technologist must remain calm, deliver any results that are not in question, continue
to resolve the problem as fast as possible and get those test completed in an accurate timely
manner. As discussed above, stat and urgent testing has priority in these circumstances but even
routine and timed specimens are expected to be resulted in a timely manner. If testing is delayed
on regular specimens’ nurses will often call the laboratory to inquire as to when they can expect
results to be sent to their areas on the floor. There are also stressors such as completing the work
load when the laboratory is short staffed.
It is extremely important that the laboratory has sufficient staff at all times to ensure the
volume of work expected can be performed in a timely manner. When any department within the
laboratory is short staffed each technologist must bear a heavier work load. This affects the
timeliness of reports as well as the accuracy of test results. When techs are overloaded with work
they feel more pressure to get the work done and have less time to read and evaluate results for

accuracy. This negatively affects employee morale and creates a negative environment that
breeds discontentment and strife (Youssef, & Noon, 2012). A laboratory that is properly staffed
feels less stress and can better handle stressful situations when they occur. Another stressor faced
by laboratory technologists is working with people who are ill.
Working with patients who are sick or injured takes a toll on hospital employees. This is
true both emotionally and physically. Having direct contact with people who are ill increases the
chances that the laboratory employee will become ill as well. Although they have limited direct
contact it may be sufficient to become ill or to spread illness to fellow workmates or family
members. This could lead to missed days of work and increased work load of fellow employees
when the technologist becomes ill. There is also an emotional toll that laboratory personnel
suffer. Having constant contact with the sick or injured eventually causes laboratory personnel to
become emotionally depressed from time to time.
The hospital laboratory motivates its technologists’ in different ways. When speaking
with a supervisor they said that before beginning a shift they would gather in a huddle and
discuss any good news that the laboratory was involved in such as praise for a good call
(possibly catching a bad result before it was released, identifying a specific pathogen causing
illness or catching an abnormal result that explained the reason for a patient’s illness). They also
use the incentive of pay increases as a motivating factor to consistently perform on a quality
basis. They use verbal praise and acknowledgement for employees who perform above
expectations by contributing above and beyond in helping out when it was not required and
demonstrating the concept of teamwork. The path-goal leadership theory covers this type of
setup very well. Hospital laboratories provide task structure by instructing employees what they
must do and the time frame that it must be accomplished within by providing specific training

that is directly used within hospital testing, offers supportive leadership by offering supportive
educational projects such as continuing education and education modules, offers participative
leadership by using performance assessments as well as working alongside the technologists’ and
provides achievement-oriented leadership by emphasizing high expectations and setting
challenging goals for the technologists within their employ. The managers within the laboratory
are constantly adapting their behaviors in such a way that suits the various situations that arise to
better educate and train the technologists in such a way that helps them to be proficient and
accurate in performing laboratory testing in a way that enhances patient recovery (Youssef, &
Noon, 2012).
The hospital employs staff of all calibers ranging from patient care techs, floor techs,
nurses, nursing assistants, doctors in multiple fields, surgeons and pathologists, surgical techs
and laboratory personnel. This hospital has a medical staff of more than 600 physicians who
specialize in many fields. The laboratory alone has several groups that work together to make the
lab efficient in all aspects of laboratory science. There are customer service techs that register
patients, collect insurance and testing information and order tests through the laboratory
information system (LIS). There are secretaries that transcribe for doctors, there are
phlebotomists who collect specimens, there are various levels of employees who perform
laboratory testing such as medical technologists’ and medical laboratory technicians and there
are pathologists who perform several functions in diagnosing illness and overseeing the testing
done in the laboratory. Each department has techs who specialize in doing precise area of testing.
Everyone is necessary in each area of the laboratory in order for it to run efficiently. When
considering the laboratory alone I can see how the path-goal theory applies because task
structure is provided by outlining exactly what to do and when it needs to be completed as

outlined as directive leadership and challenging goals are provided and high performance
expectations are outlined as the achievement-oriented leadership states (Youssef, & Noon, 2012).
Laboratory procedures are distinctly outlined and described in the laboratory practice and
procedure manual. Each procedure has specific steps that must be followed exactly to ensure
accurate and reproducible results. This follows closely with the directive leadership type of
protocol outlined in the path-goal theory. Laboratory practice is challenging in itself because it
dictates that high quality work must be performed accurately with a high level of reproducibility.
This also follows suit with the achievement-oriented leadership outlined under the path-goal
theory (Youssef, & Noon, 2012). This is a career path that requires a high level of precision,
accuracy and reproducibility that would not be possible without strict guidelines that dictate
absolute adherence to step-by-step protocol by each person performing laboratory testing.
I understand why procedure adherence is critical in patient care and how it impacts every
area in the laboratory to ensure all testing is performed within a specific time frame and
performed holding to the highest standards in accuracy and reproducibility in patient care.
Without these standards patient results would not be accurate enough to determine if critical
changes in a patient’s condition are reliable enough to change patient care accordingly.
Therefore, I would not suggest changes within the scope of test performance guidelines or
procedural guidelines. However, I do think it would be beneficial to promote lifestyle changes
for employees that would lower stress levels and provide a positive environment in which
laboratory employees can bond outside of the normal working hours by providing incentives that
offer free childcare and fitness training on-site that promotes stronger employee bonds and
relieves the stress of finding emergency childcare when an employee is called into work
unexpectedly because the laboratory is short staffed. Organizations that offer these opportunities

to their employees have happier, less stressed employees who show appreciation and loyalty to
the organizations for which they work.
We have considered how I/O psychology is used in the recruitment of talent in
organizations regardless of what they may be. We have concluded that I/O psychology is
beneficial in building successful teams that work together for the good of the organization and to
positively impact patient recovery. We considered the determination of required skills and
knowledge needed to work in the hospital laboratory, the certifications required and the
personality traits preferred. We examined how employees are recruited within this organization
and considered the interviewing process, We covered the fact that yearly performance
evaluations are used ant the results of those evaluations determined job pay, promotions, lay-off
candidates and the decision of termination. We considered the types of training offered through
the hospital as well as the training and development offered which includes continuing education
and training modules. We considered consequences of not keeping up-to-date with continuing
education and outlined several stressors faced on a regular basis by medical technologists.’ We
considered motivators used, groups found within the organization and those found within the
laboratory to streamline accuracy and efficiency within the laboratory. And we considered
potential changes that could be implemented that would result in less stress and happier,
healthier employees.
Although I was not allowed to name the organization I covered, the analysis applies to
them as well as other hospitals, both for profit and not-for-profit. Laboratory guidelines are
stringent regardless of the location of the hospital for whom you are employed. Regardless of the
location I/O psychology is used in recruitment, training, and evaluating in order to build teams
that are successful and works together in order to positively influence patient care and recovery.

Reference
About Northeast Georgia Health System (n.d.). Retrieved from: http://www.nghs.com/about
Crossley, J., Johnson, G., Booth, J., & Wade, W. (2011). Good questions, good answers:
construct alignment improves the performance of workplace-based assessment scales.
Medical Education, 45(6), 560-569 10p. doi:10.1111/j.1365-2923.2010.03913.x
Ekuma, K. J. (2012). The importance of predictive and face validity in employee selection and
ways of maximizing them: An assessment of three selection methods. International
Journal of Business and Management, 7(22), 115-122. Retrieved from
http://search.proquest.com/docview/1327700242?accountid=32521
Sparks, G. A., Herman, R., Wolfe, P., & Zurick, A. (2015). Leading through the complexities of
team dynamics to achieve and sustain organizational goals. Journal of Behavioral Studies
in Business, 8, 1-12. Retrieved from
http://search.proquest.com/docview/1728406945?accountid=32521
Youssef, C. and Noon, A. (2012). Industrial/Organizational Psychology. San Diego, CA:
Bridgepoint Education, Inc.

APPENDIX (A)
Formal Job Description
Job Title: Medical Technologist Reports To: Laboratory Section Supervisor
Dept. number and Name: 2796, 2891, 3045 Laboratory
FLSA Status: Non-exempt (Hourly) RevisedDate: February 12, 2015
HR Approval: Compensation Analyst
Job Summary
Responsible for prioritizing testing procedures and completing those procedures in an accurate
and timely manner in order to facilitate rapid patient recovery. Responsible for maintaining
proper accurate records of all testing done in accordance with Joint Commission requirements.
This position will care for patients in the adolescent, adult and geriatric age groups. Employee
performs clinical duties in accordance with population specific guidelines and adhere to National
Patient Safety Goals as outlined in policy and procedures.
Minimum Job Qualifications
Licensure or other Certifications: ASCP or NCA Certified
Educational Requirement: Bachelor’s Degree
*Additional Educational Information
1-2 years of Medical Technology training through an accredited school. Technologist should
have successful completion of examination approved from the following agencies (ASCP and
NCA) and must have credentials up to date. *Technologist who possess the technician
qualification under provisions above and recently moved into state or completed the academic
and/or training requirements may be temporarily classified once as technicians for 18 months to
afford them an opportunity to successfully complete an approved qualifying exam.
Minimum Experience: 2-3 years (not including internship and education) is preferred.
Hospital Core Competencies:
Being Vulnerable
Admits mistakes and shortcomings; Shares thoughts and feelings openly; Is transparent without
hidden agendas; Seen as authentic and genuine; Open and non-defensive to feedback
Communicating Effectively
Shares information fully and offers knowledge and experience; Conveys ideas in a manner that
engages others; Takes unpopular positions if necessary; Engages in unfiltered dialogue; Relates
to others in a respectful manner, regardless of level, personality and background
Being Accountable
Demonstrates tenacity and perseverance; Takes initiative; Engages resources to overcome

obstacles; Has the courage to do the right thing even when difficult; Acts with integrity in
accordance with our Core Values
Displaying Empathy
Shares in the joys and pains of others; Is available and offers to help others; Shows concern for
the challenges of others; Has a positive and kind demeanor; Takes a non-judgmental approach
with others
Holding Others Accountable
Provides current actionable feedback, both corrective and reinforcing; Doesn’t allow problems to
fester; Takes action when necessary, even if unpleasant; Uses every opportunity to give
reinforcing feedback to others; Helps others see their blind spots
Listening
Practices attentive and active listening; Listens for the unsaid; Asks questions to confirm
understanding; Hears people out without interrupting; Is open to viewpoints of others
Managing Disagreement
Acknowledges differing viewpoints and sees it as an opportunity to learn; Doesn’t run away
from conflict; Strives for win/win solutions; Hammers out tough agreements; Finds common
ground and solves problems for the good of all
Promoting Teamwork
Values the contributions of all; Connects others’ roles to organizational and team success;
Encourages and supports; Cuts across boundaries to get things done; Puts own needs aside for
good of the team and the organization
Striving for Continuous Improvement
Experiments regularly with new ideas and approaches; Willing to fail; Learns from mistakes;
Always seeks to be better tomorrow than today; Adapts to change
Organization Expectations
Quest: Participates in continuous improvement processes, quality, efficiencies, satisfaction,
engagement and outcomes.
Talent Development: Strives to improve own and others' skills and knowledge.
Safety: Promotes patient, visitor and staff safety and effectively manages risk that lead to injury
or harm.
Productivity: Contributes to the department's successful achievement of productivity
expectations.
Regulatory Compliance: Contributes to the department’s compliance with regulatory, DNV,
mandatory education, and similar requirements.
Key Performance Indicators (KPI)
Identifies unit/department level goals that align with the organization's Key Performance
Indicators.
HIPAA (Health Information Portability and Accountability Act)
If, in the normal course of my duties and responsibilities, I am required to access protected health
information (PHI) and electronic protected health information (EPHI) for the purposes of
treatment, payment and operations within Northeast Georgia Health System, I will limit such
access to only the minimum necessary amount of PHI and EPHI necessary to perform the

functions of my job. If access is not required in the normal course of my duties and
responsibilities, I will not access PHI or EPHI.
Job Specific and Unique Knowledge, Skills and Abilities
Basic Computer Skills
Has the ability to perform independent analysis
Good interpersonal and computer skills
Essential Tasks and Responsibilities
Completes routine and stat testing according to department policy and established time frame
Performs analysis independently according to established criteria
Lends assistance to other areas of the laboratory as needed to facilitate specimen implementation
Performs equipment calibration and maintenance
Maintains lab records and documentation, entering data into computer system.
Consults with Section Supervisor or pathologist on questionable lab results
Reviews and enters daily Q.C. data in computer
Interprets Q.C. data according to established rules and policies calling supervisors attention to
any abnormal results
Precepts MLT students as needed
Attends at least 80% of all continuing education programs as established by the laboratory.
Regularly provides suggestions for quality improvement in the laboratory.
Physical Demands
Weight Lifted: up to 50lbs occasionally: 0-30% of time
Weight Carried: up to 50lbs occasionally: 0-30% of time
Vision: moderate frequently: 31-65% of time
Kneeling/Stooping/ Bending frequently: 31-65% of time
Standing/Walking frequently: 31-65% of time
Pushing/Pulling occasionally: 0-30% of time
Intensity of Work occasionally: 0-30% of time
Job Requires: Reading, Writing, Reasoning, Talking, Fingering
Environment and Working Conditions:
OSHA Category 1
Job classifications in which the normal duties may involve contact and potential exposure to
blood or other potentially infectious or hazardous materials. Appropriate personal protective
equipment is to be used whenever potential exists for exposure to potentially infectious or
hazardous materials.
I, _________________________________, have read the job description and fully understand
the conditions set forth herein, and I will perform these duties to the best of my ability.
Employee Signature: __________________________________ Date: _________________

Appendix (B)
Sample evaluation appraisal
Evaluation grading
(1) being never/very rarely, (2) sometimes, (3) regularly, (4) frequently, (5) very frequently/always
Employee Evaluation Form
NAME: John Doe
DEPARTMENT: LABORATORY
JOB TITLE: MEDICAL LAB TECHNOLOGIST
DATE OF LAST EVALUATION: March 01, 2015
PERIOD OF PRESENT EVALUATION: January 01, 2015 through January 01, 2016
TYPE OF EVALUATION: YEARLY PERFORMANCE EVALUATION
1. ATTITUDE: RATING : (4)
(a) The extent to which the employee demonstrates a willingness to fulfill position requirements and
assigned tasks.
*COMMENTS: EMPLOYEE EXHIBITS FOCUS AND EXPERTISE IN PERFORMING JOB
DUTIES
(b) The extent to which the employee takes appropriate corrective action in response to
constructive criticism by supervisor.
*COMMENTS: EMPLOYEE ACCEPTS AND APPLIES CONSTRUCTIVE CRITICISM
WITH NO NEGATIVITY
2. PLANNING AND SCHEDULING: Rating (4)
The extent to which the employee plans and schedules work for the accomplishment of objectives.
*COMMENTS: EMPLOYEE FINISHES ALL ASSIGNED WORK AND FREQUENTLY
AIDS OTHERS
3. PRODUCTIVITY: Rating: (5)
The level of output attained by the employee as compared to the standard established for the
assigned tasks.
*COMMENTS: EMPLOYEE FINISHES ALL ASSIGNED WORK AND AIDS FELLOW
EMPLOYEES THAT FALL BEHIND
4. QUALITY OF WORK: Rating: (4)
The degree to which the employee produces work that is accurate, comprehensive and effectively
communicated.
*COMMENTS: EMPLOYEE ACCURATELY AND PROFICIENTLY DOES ALL
ASSIGNED WORK
5. TIMELINESS: Rating: (5)
The extent to which the employee completes assigned tasks within the allotted time.
*COMMENTS: ALL WORK IS COMPLETED IN A TIMELY MANER

6. JUDGMENT: Rating: (4)
The extent to which the employee utilizes job knowledge and sound reasoning to analyze
situations, resolve problems and reach decisions.
7. INITIATIVE: Rating: (4)
The extent to which the employee is self-motivated; takes appropriate action on work related
issues without being prompted.
*COMMENTS: EMPLOYEE IS MOTIVATED AND STAYS ON TASK
8. COMMUNICATION: Rating: (4)
The extent to which the employee communicates effectively and accurately with peers, supervisors
and other business contacts. Consider written and verbal communications.
*COMMENT: EMPLOYEE EXHIBITS GOOD COMMUNICATION SKILLS
9. COOPERATION: Rating: (5)
The extent to which the employee cooperates and works harmoniously with peers, supervisors and
other business contacts.
*COMMENTS: EMPLOYEE EXHIBITS A HIGH LEVEL OF COOPERATION WITH ALL
COWORKERS, SUPERVISORS AND BUSINESS CONTACTS
10. PUNCTUALITY AND ATTENDANCE:
PUNCTUALITY: Rating (5)
DAYS LATE: 0
*COMMENTS: EMPLOYEE CONSISTENTLY REPORTS TO WORK ON TIME
ATTENDANCE: Rating (5)
DAYS ABSENT: 0
*COMMENTS: EMPLOYEE HAS REPORTED TO WORK ON ALL ASSIGNED DAYS
11. TRAINING AND EVALUATION: Rating Excellent (5)
*EMPLOYEE TRAINS AND EVALUATES OTHERS IN AN ACCURATE AND FAIR
MANNER
12. COMMUNICATION AND EXECUTION OF GOALS AND OBJECTIVES:
Rating Excellent (5)
*EMPLOYEE COMMUNICATES GOALS AND OBJECTIONS CLEARLY
13. LEADERSHIP QUALITIES: Rating Excellent (5)
*THE EMPLOYEE ENCOURAGES AND MOTIVATES FELLOW EMPLOYEES
14. PERSONNEL UTILIZATION: Rating Excellent (5)
*EMPLOYEE RALLIES OPTIMAL EMPLOYEES TO GET OBJECTIVES MET USING
QUALITY WORK
15. COMPANY POLICIES: Rating Excellent (5)
*EMPLOYEE CONSISTENTLY COMPLIES WITH COMPANY POLICIES
DEMONSTRATING COMPLETE UNDERSTANDING
MAJOR ACTIVITIES/OBJECTIVES: Rating: Excellent (5)
*All major objectives reached and tasks completed
ACCOMPLISHMENTS: Rating: Excellent (5)
*EMPLOYEE WAS ASSIGNED MULTI-MILLION DOLLAR PROJECT AND
COMPLETED IT AHEAD OF SCHEDULE WITH QUALITY WORK
OVERALL PERFORMANCE: Rating: Good (4)

PROGRESS SINCE LAST EVALUATION: RATING: Good (4)
*JOHN HAS CONSISTENTLY IMPROVED IN SKILLS AT EACH EVALUATION
RECOMMENDATIONS FOR FUTURE DEVELOPMENT:
*CONTINUE DOING A GREAT JOB
SIGNATURES
_____________________________________ ________________________
SUPERVISOR OF THE DEPARTMENT Date_______________________ _________
(The employee's signature is only an acknowledgment that the evaluation has been completed,
examined and discussed in detail and is not to be construed as an agreement with the evaluation.)
COMMENTS:____________________________________________________________
__________________________________________________________________
John Doe Date
__________________________________________________________________

Final Paper

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Final Paper

Similar to Final Paper (20)

More from Connie Butts

More from Connie Butts (17)

Final Paper