This document contains an employee performance appraisal form for a non-exempt employee. It includes sections to evaluate the employee on core performance categories such as communication skills, dependability, and knowledge. It also has optional categories such as problem solving and initiative. Supervisors are instructed to rate the employee in each category and provide comments. Goals and comments from the employee and supervisor are included at the end.
This document discusses strategic human resource management and provides context on strategic management. It can be summarized as follows:
1. Strategic human resource management is the process of linking human resource strategies and practices to the strategic objectives of the organization in order to improve performance.
2. Strategic management involves analyzing the environment, formulating strategies at the corporate, business, and functional levels, implementing strategies through leadership and other means, and evaluating strategy effectiveness.
3. There are three levels of strategy - corporate strategy defines the overall direction, business strategy focuses on how each business unit competes in its market, and functional strategy supports the business strategy through areas like human resources, marketing, and manufacturing.
The document contains a job analysis report for an Assistant Manager position at L&T Construction Division in Jaipur, India. It includes a job analysis questionnaire completed by the incumbent, Anjum Jauher, as well as a job description and specification. The job involves strategic planning, project management, client and subcontractor billing, and supervising other employees. Key responsibilities include working to achieve billing targets, monitoring activities, and prioritizing work. The position requires a Bachelor's degree in engineering and 6 months of on-the-job training.
To walk through some of the key challenges as the new normal emerges and what are the 'next practices' that are winning the game.
The PMOfficer is at the centre of these efforts and we will talk about the five emerge
This document discusses the importance of test metrics in software testing. It provides examples of key metrics like productivity, defect count, and skills assessment. Productivity metrics like test cases designed/executed per day can demonstrate team capabilities. Defect data around count, age, and severity provides critical project health information. Skills can be measured on an individual, team, and readiness level against required skills to identify training needs. Representing and tracking the right metrics ensures project quality and on-time delivery.
This document discusses strategic human resource management and provides context on strategic management. It can be summarized as follows:
1. Strategic human resource management is the process of linking human resource strategies and practices to the strategic objectives of the organization in order to improve performance.
2. Strategic management involves analyzing the environment, formulating strategies at the corporate, business, and functional levels, implementing strategies through leadership and other means, and evaluating strategy effectiveness.
3. There are three levels of strategy - corporate strategy defines the overall direction, business strategy focuses on how each business unit competes in its market, and functional strategy supports the business strategy through areas like human resources, marketing, and manufacturing.
The document contains a job analysis report for an Assistant Manager position at L&T Construction Division in Jaipur, India. It includes a job analysis questionnaire completed by the incumbent, Anjum Jauher, as well as a job description and specification. The job involves strategic planning, project management, client and subcontractor billing, and supervising other employees. Key responsibilities include working to achieve billing targets, monitoring activities, and prioritizing work. The position requires a Bachelor's degree in engineering and 6 months of on-the-job training.
To walk through some of the key challenges as the new normal emerges and what are the 'next practices' that are winning the game.
The PMOfficer is at the centre of these efforts and we will talk about the five emerge
This document discusses the importance of test metrics in software testing. It provides examples of key metrics like productivity, defect count, and skills assessment. Productivity metrics like test cases designed/executed per day can demonstrate team capabilities. Defect data around count, age, and severity provides critical project health information. Skills can be measured on an individual, team, and readiness level against required skills to identify training needs. Representing and tracking the right metrics ensures project quality and on-time delivery.
The document provides an overview of performance appraisal processes and methods. It defines performance appraisal, outlines its objectives and processes. It describes various methods of performance appraisal including graphic rating scales, ranking, forced choice, critical incidents, management by objectives. It discusses sources of information, challenges, errors and strategies to improve performance appraisal.
Case Study Analysis - Muffler Magic Human Resource Management. Basically It is an automobile company and they have done expansion and after doing expansion their profit is decreasing rather than increasing . So we have to give recommendation to HR department to do increment in profit. We have submitted the critical analysis summary and presentation . It is an group report
This document contains a performance review form for an employee. It includes three parts: an introduction outlining the company's commitment to employees and the purposes of performance reviews, discussion questions for the employee and supervisor to complete in advance, and a section for rating the employee on professional attributes. The introduction emphasizes developing employees professionally and personally to exceed expectations. The discussion questions address expectations, resources, engagement, recognition, and development. The attribute rating focuses on commitment to quality, dedication, and continuous improvement.
The document discusses performance management systems and performance appraisal. It defines performance management as identifying, measuring, managing, and developing employee performance, while performance appraisal is the ongoing process of evaluating employee performance over time. The document outlines different performance appraisal methods such as graphic rating scales, forced distribution, behavioral anchored rating scales, and 360-degree feedback. It also discusses objectives, participants, and processes involved in performance appraisals as well as common rating errors.
The document discusses performance appraisal concepts and methods. It defines performance appraisal and outlines its objectives for employees and organizations. Several traditional and modern appraisal methods are described, including paired comparison, graphic rating scales, forced choice, critical incidents, management by objectives, and 360 degree feedback. Issues with appraisal systems like biases and stress are covered. Advantages include feedback and goals, while disadvantages include potential negativity. Overall, 360 degree appraisal is presented as a popular emerging method when used appropriately.
Situation Reaction Test (srt) (3).pptxpurohitmac66
You witness a colleague making a mistake that could impact a project deadline. The document provides tips for success when responding to situational questions and lists 24 different situations that may arise at work. For each situation, it prompts the reader to describe what actions they would take in response. The situations cover a wide range of challenges including project delays, budget cuts, conflicts, crises, and changes affecting teams, customers, markets, and operations.
This document contains an employee service rating for Wanda Vincent, a Correctional Nurse at York CI. The rating evaluates her job performance from September 30, 2010 to October 1, 2011 in several categories including knowledge of work, quantity of work, quality of work, and cooperation. Overall, the rater finds Wanda to be a competent nurse who delivers thorough patient care and works cooperatively. The rater recommends she continue providing good quality care in her assigned areas.
The document discusses 360 degree performance appraisals. It explains that 360 degree appraisals involve collecting feedback on an employee's performance from subordinates, peers, managers, customers, and suppliers. The process involves distributing questionnaires to these sources to rate the employee on various competencies. Some advantages are that it provides a more complete view of performance and helps employees improve. However, 360 degree appraisals can fail if not implemented properly, due to issues like bias, lack of commitment, and difficulty analyzing results. The document also provides details about how to conduct 360 degree appraisals and addresses related topics like training appraisers, making the process effective, and conducting appraisal interviews.
The document summarizes key points from a workshop on quantitative tools for HR managers. It discusses using quantitative approaches to make data-driven decisions. Some quantitative tools covered include validity and reliability testing for interviews and assessments, yield ratios for evaluating recruiting sources, turnover and manpower planning indices, and calculating costs related to hiring, training, and employee turnover. The document emphasizes using objective metrics to benchmark performance and make more valid and effective people decisions.
1) Many younger organizations and software companies have started implementing 360-degree performance appraisals where employees are evaluated by all officials they work with.
2) The goal is to have an effective evaluation system, eliminate bias, see employees from different perspectives, and improve performance and behaviors.
3) When designing a 360-degree appraisal, organizations should determine the appropriate traits and performance metrics to evaluate at each level and identify expectations from different perspectives including management, customers, and the employee themselves.
1) Many younger organizations and software companies have started implementing 360-degree performance appraisals where employees are evaluated by all officials they work with.
2) The objective is to have an effective evaluation system that eliminates bias and allows employees to be viewed from different angles to help growth.
3) When designing a 360-degree appraisal, organizations should determine the attitudinal traits and job performance metrics needed for each role and level of employees being evaluated.
This document discusses performance management. It explains that performance management is a repetitive process at multiple levels that involves goal setting, communication, observation, and evaluation to develop employees for organizational success. The key aspects of performance management are regular communication between supervisors and employees to clarify expectations, set objectives, identify goals, provide feedback, and evaluate performance. Performance management is important for managers to encourage productive behaviors and curb non-productive activities in order to improve overall team and organizational performance. The document then discusses various techniques used in performance management, such as essays, objectives, rankings, ratings, and critical incidents. It also covers challenges in performance management and examples of performance management systems used in different industries.
IDENTIFYING INFORMATION EMPLOYEE’S NAMEPOSITION FORMDR.docxsheronlewthwaite
Here is a one page, double spaced comparison of the State of Washington and Orange County appraisal forms/systems:
The State of Washington and Orange County utilize different performance appraisal forms and systems to evaluate their employees. The State of Washington form is more structured and quantitative, while the Orange County form allows for more narrative feedback.
The Washington form breaks performance down into specific "Core Competencies" that are each rated on a numeric scale from 1 to 4. It then calculates an overall competency rating by averaging the individual scores. Goals are also assigned numeric ratings of 0, 2, or 4 and averaged for a goal rating. The two ratings are then weighted and combined to calculate an overall performance rating.
In contrast
PJM6125 Project Evaluation: Selecting Evaluation Tools
Overview and Rationale
For this assignment, you will be selecting evaluation tools and adding those selected to the
Evaluation Goal Matrix that you developed as part of the previous assignment.
Program and Course Outcomes
This assignment is directly linked to the following key learning outcomes from the course
syllabus:
LO3: Analyze and apply appropriate evaluation tool
L07: Plan and conduct a tactical evaluation using both qualitative and quantitative
measures
In addition to these key learning outcomes, you will also have the opportunity to evidence
the following skills through completing this assignment:
Critical thinking
Problem solving
Essential Components & Instructions
Using the project you identified in Lesson 1 and the stakeholder analysis and performance
metrics you identified as part of Lesson 2, you will be selecting evaluation tools and adding
them to your Evaluation Goal Matrix from Lesson 2.
Begin by updating your Evaluation Goal Matrix with any feedback provided, and then add
an additional column titled 'Evaluation Tool' and select an evaluation tool for each of the
metrics you identified during Lesson 2. Therefore, you will identify a minimum of one
evaluation tool for each of the entries in your evaluation goal matrix.
Once you identify the tools that you will use, write a few paragraphs on how each tool will
be used, why the tool was selected, who will be responsible for performing the evaluation
with the tool and how the data will be used and will help support the success of the project.
These entries can be made below your updated evaluation goal matrix. You should provide
a thorough evaluation and explanation of each tool you list in your updated evaluation goal
matrix. You may wish to use materials from the lesson, readings, and external sources in
writing the explanations. However, be sure to cite any sources that you use in writing the
explanations.
Format
Below are some key guidelines you will want to ensure you follow. Think of this short list
as a quality control checklist, along with the attached grading rubric.
Be sure you have identified at least one tool per goal in your matrix
You may use a tool to assess multiple goals if it is appropriate; if you do this, make sure
in your explanation that you provide sufficient detail to address all the goals the tool
addresses
You should submit an updated Evaluation Goal Matrix and the narrative descriptive and
explanation of each tool in a single file (MsWord or .pdf)
You should include a cover page
You should provide a brief abstract about the process you went through to develop your
two tables.
You should provide a project summary of your project
You should format the documents professionally
The tables should be readable without having to zoom in on small text
Rubric(s)
Asse.
PJM6125 Project Evaluation: Selecting Evaluation Tools
Overview and Rationale
For this assignment, you will be selecting evaluation tools and adding those selected to the
Evaluation Goal Matrix that you developed as part of the previous assignment.
Program and Course Outcomes
This assignment is directly linked to the following key learning outcomes from the course
syllabus:
LO3: Analyze and apply appropriate evaluation tool
L07: Plan and conduct a tactical evaluation using both qualitative and quantitative
measures
In addition to these key learning outcomes, you will also have the opportunity to evidence
the following skills through completing this assignment:
Critical thinking
Problem solving
Essential Components & Instructions
Using the project you identified in Lesson 1 and the stakeholder analysis and performance
metrics you identified as part of Lesson 2, you will be selecting evaluation tools and adding
them to your Evaluation Goal Matrix from Lesson 2.
Begin by updating your Evaluation Goal Matrix with any feedback provided, and then add
an additional column titled 'Evaluation Tool' and select an evaluation tool for each of the
metrics you identified during Lesson 2. Therefore, you will identify a minimum of one
evaluation tool for each of the entries in your evaluation goal matrix.
Once you identify the tools that you will use, write a few paragraphs on how each tool will
be used, why the tool was selected, who will be responsible for performing the evaluation
with the tool and how the data will be used and will help support the success of the project.
These entries can be made below your updated evaluation goal matrix. You should provide
a thorough evaluation and explanation of each tool you list in your updated evaluation goal
matrix. You may wish to use materials from the lesson, readings, and external sources in
writing the explanations. However, be sure to cite any sources that you use in writing the
explanations.
Format
Below are some key guidelines you will want to ensure you follow. Think of this short list
as a quality control checklist, along with the attached grading rubric.
Be sure you have identified at least one tool per goal in your matrix
You may use a tool to assess multiple goals if it is appropriate; if you do this, make sure
in your explanation that you provide sufficient detail to address all the goals the tool
addresses
You should submit an updated Evaluation Goal Matrix and the narrative descriptive and
explanation of each tool in a single file (MsWord or .pdf)
You should include a cover page
You should provide a brief abstract about the process you went through to develop your
two tables.
You should provide a project summary of your project
You should format the documents professionally
The tables should be readable without having to zoom in on small text
Rubric(s)
Asse ...
Performance appraisal refers to evaluating employees' performance, personality, and potential. It is a systematic process that examines strengths and weaknesses through objective assessments against defined benchmarks. The document then discusses various methods of performance appraisal, including rating scales, critical incident reports, management by objectives, psychological evaluations, and 360-degree feedback, highlighting their advantages and disadvantages.
(1) The document is an employee performance appraisal form evaluating an employee's performance over a review period.
(2) It contains sections for the employee to describe their responsibilities, accomplishments, and goals, and for the manager to rate the employee on various performance criteria on a scale of 1-10.
(3) The manager also provides comments on the employee's performance and an overall performance rating, and makes recommendations for training, promotion, etc.
The document provides guidance on how to write an individual evaluation report (IER) for Horizon 2020 proposals. It outlines the key steps which include: checking for conflicts of interest; reading the call/topic description; understanding the expected structure and content of proposals; evaluating proposals against the criteria of excellence, impact, and quality of implementation; providing scored assessments and comments in the evaluation tool; and considering tips for the final IER writing. Evaluators are instructed to provide a factual assessment based on the written proposal without external input or recommendations. The annex includes an example dummy IER covering the three main evaluation criteria.
(1) This form provides a goal-setting and self-assessment process for associates to determine goals, assess progress, and evaluate performance. (2) Associates set strategic and developmental goals using the SMART method and submit them to their manager for review twice annually. (3) At year-end, associates assess their performance on goals and competencies using a 5-point rating scale and provide an overall self-rating.
Job evaluation is the process of analyzing and assessing jobs to determine their relative worth. It involves gathering job data, comparing duties across roles, establishing a job hierarchy and grades, and ensuring equitable pay. Key methods include ranking, classification, point and factor comparison. Ranking simply lists jobs in order. Classification matches jobs to predetermined categories. Point assigns numerical weights to job characteristics to derive a total score and grade. Factor comparison evaluates jobs based on compensable elements like skills, effort and responsibility compared to benchmark roles. The goal is a valid, understandable and acceptable system to structure compensation.
This chapter discusses food and beverage operations in hotels. It covers the organization and responsibilities of various departments like the kitchen, restaurants, bars, catering, room service and more. Trends in the industry include using branded restaurants instead of hotel-run outlets and making menus more casual and standardized. The chapter provides organizational charts and describes the roles of positions like the executive chef, bar manager, catering director and others in ensuring efficient and profitable food and beverage services.
This document discusses food and beverage operations in hotels. It describes the organizational structure and responsibilities of key departments like kitchens, restaurants, bars, catering, and stewarding. It also covers topics like food and beverage cost controls, types of hotel bars and restaurants, and trends in the industry.
The document provides an overview of performance appraisal processes and methods. It defines performance appraisal, outlines its objectives and processes. It describes various methods of performance appraisal including graphic rating scales, ranking, forced choice, critical incidents, management by objectives. It discusses sources of information, challenges, errors and strategies to improve performance appraisal.
Case Study Analysis - Muffler Magic Human Resource Management. Basically It is an automobile company and they have done expansion and after doing expansion their profit is decreasing rather than increasing . So we have to give recommendation to HR department to do increment in profit. We have submitted the critical analysis summary and presentation . It is an group report
This document contains a performance review form for an employee. It includes three parts: an introduction outlining the company's commitment to employees and the purposes of performance reviews, discussion questions for the employee and supervisor to complete in advance, and a section for rating the employee on professional attributes. The introduction emphasizes developing employees professionally and personally to exceed expectations. The discussion questions address expectations, resources, engagement, recognition, and development. The attribute rating focuses on commitment to quality, dedication, and continuous improvement.
The document discusses performance management systems and performance appraisal. It defines performance management as identifying, measuring, managing, and developing employee performance, while performance appraisal is the ongoing process of evaluating employee performance over time. The document outlines different performance appraisal methods such as graphic rating scales, forced distribution, behavioral anchored rating scales, and 360-degree feedback. It also discusses objectives, participants, and processes involved in performance appraisals as well as common rating errors.
The document discusses performance appraisal concepts and methods. It defines performance appraisal and outlines its objectives for employees and organizations. Several traditional and modern appraisal methods are described, including paired comparison, graphic rating scales, forced choice, critical incidents, management by objectives, and 360 degree feedback. Issues with appraisal systems like biases and stress are covered. Advantages include feedback and goals, while disadvantages include potential negativity. Overall, 360 degree appraisal is presented as a popular emerging method when used appropriately.
Situation Reaction Test (srt) (3).pptxpurohitmac66
You witness a colleague making a mistake that could impact a project deadline. The document provides tips for success when responding to situational questions and lists 24 different situations that may arise at work. For each situation, it prompts the reader to describe what actions they would take in response. The situations cover a wide range of challenges including project delays, budget cuts, conflicts, crises, and changes affecting teams, customers, markets, and operations.
This document contains an employee service rating for Wanda Vincent, a Correctional Nurse at York CI. The rating evaluates her job performance from September 30, 2010 to October 1, 2011 in several categories including knowledge of work, quantity of work, quality of work, and cooperation. Overall, the rater finds Wanda to be a competent nurse who delivers thorough patient care and works cooperatively. The rater recommends she continue providing good quality care in her assigned areas.
The document discusses 360 degree performance appraisals. It explains that 360 degree appraisals involve collecting feedback on an employee's performance from subordinates, peers, managers, customers, and suppliers. The process involves distributing questionnaires to these sources to rate the employee on various competencies. Some advantages are that it provides a more complete view of performance and helps employees improve. However, 360 degree appraisals can fail if not implemented properly, due to issues like bias, lack of commitment, and difficulty analyzing results. The document also provides details about how to conduct 360 degree appraisals and addresses related topics like training appraisers, making the process effective, and conducting appraisal interviews.
The document summarizes key points from a workshop on quantitative tools for HR managers. It discusses using quantitative approaches to make data-driven decisions. Some quantitative tools covered include validity and reliability testing for interviews and assessments, yield ratios for evaluating recruiting sources, turnover and manpower planning indices, and calculating costs related to hiring, training, and employee turnover. The document emphasizes using objective metrics to benchmark performance and make more valid and effective people decisions.
1) Many younger organizations and software companies have started implementing 360-degree performance appraisals where employees are evaluated by all officials they work with.
2) The goal is to have an effective evaluation system, eliminate bias, see employees from different perspectives, and improve performance and behaviors.
3) When designing a 360-degree appraisal, organizations should determine the appropriate traits and performance metrics to evaluate at each level and identify expectations from different perspectives including management, customers, and the employee themselves.
1) Many younger organizations and software companies have started implementing 360-degree performance appraisals where employees are evaluated by all officials they work with.
2) The objective is to have an effective evaluation system that eliminates bias and allows employees to be viewed from different angles to help growth.
3) When designing a 360-degree appraisal, organizations should determine the attitudinal traits and job performance metrics needed for each role and level of employees being evaluated.
This document discusses performance management. It explains that performance management is a repetitive process at multiple levels that involves goal setting, communication, observation, and evaluation to develop employees for organizational success. The key aspects of performance management are regular communication between supervisors and employees to clarify expectations, set objectives, identify goals, provide feedback, and evaluate performance. Performance management is important for managers to encourage productive behaviors and curb non-productive activities in order to improve overall team and organizational performance. The document then discusses various techniques used in performance management, such as essays, objectives, rankings, ratings, and critical incidents. It also covers challenges in performance management and examples of performance management systems used in different industries.
IDENTIFYING INFORMATION EMPLOYEE’S NAMEPOSITION FORMDR.docxsheronlewthwaite
Here is a one page, double spaced comparison of the State of Washington and Orange County appraisal forms/systems:
The State of Washington and Orange County utilize different performance appraisal forms and systems to evaluate their employees. The State of Washington form is more structured and quantitative, while the Orange County form allows for more narrative feedback.
The Washington form breaks performance down into specific "Core Competencies" that are each rated on a numeric scale from 1 to 4. It then calculates an overall competency rating by averaging the individual scores. Goals are also assigned numeric ratings of 0, 2, or 4 and averaged for a goal rating. The two ratings are then weighted and combined to calculate an overall performance rating.
In contrast
PJM6125 Project Evaluation: Selecting Evaluation Tools
Overview and Rationale
For this assignment, you will be selecting evaluation tools and adding those selected to the
Evaluation Goal Matrix that you developed as part of the previous assignment.
Program and Course Outcomes
This assignment is directly linked to the following key learning outcomes from the course
syllabus:
LO3: Analyze and apply appropriate evaluation tool
L07: Plan and conduct a tactical evaluation using both qualitative and quantitative
measures
In addition to these key learning outcomes, you will also have the opportunity to evidence
the following skills through completing this assignment:
Critical thinking
Problem solving
Essential Components & Instructions
Using the project you identified in Lesson 1 and the stakeholder analysis and performance
metrics you identified as part of Lesson 2, you will be selecting evaluation tools and adding
them to your Evaluation Goal Matrix from Lesson 2.
Begin by updating your Evaluation Goal Matrix with any feedback provided, and then add
an additional column titled 'Evaluation Tool' and select an evaluation tool for each of the
metrics you identified during Lesson 2. Therefore, you will identify a minimum of one
evaluation tool for each of the entries in your evaluation goal matrix.
Once you identify the tools that you will use, write a few paragraphs on how each tool will
be used, why the tool was selected, who will be responsible for performing the evaluation
with the tool and how the data will be used and will help support the success of the project.
These entries can be made below your updated evaluation goal matrix. You should provide
a thorough evaluation and explanation of each tool you list in your updated evaluation goal
matrix. You may wish to use materials from the lesson, readings, and external sources in
writing the explanations. However, be sure to cite any sources that you use in writing the
explanations.
Format
Below are some key guidelines you will want to ensure you follow. Think of this short list
as a quality control checklist, along with the attached grading rubric.
Be sure you have identified at least one tool per goal in your matrix
You may use a tool to assess multiple goals if it is appropriate; if you do this, make sure
in your explanation that you provide sufficient detail to address all the goals the tool
addresses
You should submit an updated Evaluation Goal Matrix and the narrative descriptive and
explanation of each tool in a single file (MsWord or .pdf)
You should include a cover page
You should provide a brief abstract about the process you went through to develop your
two tables.
You should provide a project summary of your project
You should format the documents professionally
The tables should be readable without having to zoom in on small text
Rubric(s)
Asse.
PJM6125 Project Evaluation: Selecting Evaluation Tools
Overview and Rationale
For this assignment, you will be selecting evaluation tools and adding those selected to the
Evaluation Goal Matrix that you developed as part of the previous assignment.
Program and Course Outcomes
This assignment is directly linked to the following key learning outcomes from the course
syllabus:
LO3: Analyze and apply appropriate evaluation tool
L07: Plan and conduct a tactical evaluation using both qualitative and quantitative
measures
In addition to these key learning outcomes, you will also have the opportunity to evidence
the following skills through completing this assignment:
Critical thinking
Problem solving
Essential Components & Instructions
Using the project you identified in Lesson 1 and the stakeholder analysis and performance
metrics you identified as part of Lesson 2, you will be selecting evaluation tools and adding
them to your Evaluation Goal Matrix from Lesson 2.
Begin by updating your Evaluation Goal Matrix with any feedback provided, and then add
an additional column titled 'Evaluation Tool' and select an evaluation tool for each of the
metrics you identified during Lesson 2. Therefore, you will identify a minimum of one
evaluation tool for each of the entries in your evaluation goal matrix.
Once you identify the tools that you will use, write a few paragraphs on how each tool will
be used, why the tool was selected, who will be responsible for performing the evaluation
with the tool and how the data will be used and will help support the success of the project.
These entries can be made below your updated evaluation goal matrix. You should provide
a thorough evaluation and explanation of each tool you list in your updated evaluation goal
matrix. You may wish to use materials from the lesson, readings, and external sources in
writing the explanations. However, be sure to cite any sources that you use in writing the
explanations.
Format
Below are some key guidelines you will want to ensure you follow. Think of this short list
as a quality control checklist, along with the attached grading rubric.
Be sure you have identified at least one tool per goal in your matrix
You may use a tool to assess multiple goals if it is appropriate; if you do this, make sure
in your explanation that you provide sufficient detail to address all the goals the tool
addresses
You should submit an updated Evaluation Goal Matrix and the narrative descriptive and
explanation of each tool in a single file (MsWord or .pdf)
You should include a cover page
You should provide a brief abstract about the process you went through to develop your
two tables.
You should provide a project summary of your project
You should format the documents professionally
The tables should be readable without having to zoom in on small text
Rubric(s)
Asse ...
Performance appraisal refers to evaluating employees' performance, personality, and potential. It is a systematic process that examines strengths and weaknesses through objective assessments against defined benchmarks. The document then discusses various methods of performance appraisal, including rating scales, critical incident reports, management by objectives, psychological evaluations, and 360-degree feedback, highlighting their advantages and disadvantages.
(1) The document is an employee performance appraisal form evaluating an employee's performance over a review period.
(2) It contains sections for the employee to describe their responsibilities, accomplishments, and goals, and for the manager to rate the employee on various performance criteria on a scale of 1-10.
(3) The manager also provides comments on the employee's performance and an overall performance rating, and makes recommendations for training, promotion, etc.
The document provides guidance on how to write an individual evaluation report (IER) for Horizon 2020 proposals. It outlines the key steps which include: checking for conflicts of interest; reading the call/topic description; understanding the expected structure and content of proposals; evaluating proposals against the criteria of excellence, impact, and quality of implementation; providing scored assessments and comments in the evaluation tool; and considering tips for the final IER writing. Evaluators are instructed to provide a factual assessment based on the written proposal without external input or recommendations. The annex includes an example dummy IER covering the three main evaluation criteria.
(1) This form provides a goal-setting and self-assessment process for associates to determine goals, assess progress, and evaluate performance. (2) Associates set strategic and developmental goals using the SMART method and submit them to their manager for review twice annually. (3) At year-end, associates assess their performance on goals and competencies using a 5-point rating scale and provide an overall self-rating.
Job evaluation is the process of analyzing and assessing jobs to determine their relative worth. It involves gathering job data, comparing duties across roles, establishing a job hierarchy and grades, and ensuring equitable pay. Key methods include ranking, classification, point and factor comparison. Ranking simply lists jobs in order. Classification matches jobs to predetermined categories. Point assigns numerical weights to job characteristics to derive a total score and grade. Factor comparison evaluates jobs based on compensable elements like skills, effort and responsibility compared to benchmark roles. The goal is a valid, understandable and acceptable system to structure compensation.
This chapter discusses food and beverage operations in hotels. It covers the organization and responsibilities of various departments like the kitchen, restaurants, bars, catering, room service and more. Trends in the industry include using branded restaurants instead of hotel-run outlets and making menus more casual and standardized. The chapter provides organizational charts and describes the roles of positions like the executive chef, bar manager, catering director and others in ensuring efficient and profitable food and beverage services.
This document discusses food and beverage operations in hotels. It describes the organizational structure and responsibilities of key departments like kitchens, restaurants, bars, catering, and stewarding. It also covers topics like food and beverage cost controls, types of hotel bars and restaurants, and trends in the industry.
The Sanctuary Stewards Program provides community members training through lectures and events to become leaders in ocean conservation through Save Our Shores' initiatives of Ocean Awareness, Pollution Prevention, and Clean Boating. As volunteers, Sanctuary Stewards are asked to attend training sessions and apprenticeship events, complete a minimum of 50 volunteer hours before December, register and report for events online, track their hours, and conduct themselves professionally representing Save Our Shores. The Volunteer Pledge outlines these requirements for becoming a Sanctuary Steward.
This training document provides guidance to data stewards on their role and responsibilities in protecting personally identifiable information (PII) at Loyola University Chicago. As a data steward, key responsibilities include identifying locations of PII, conducting regular scans to detect PII, documenting scan results, and ensuring department compliance with policies regarding secure storage, transmission, and disposal of sensitive data. The training reviews PII protection policies and provides resources for data stewards to fulfill their role in maintaining compliance.
Good Hygiene Practices (GHP) and Good Manufacturing Practices (GMP) are important to ensure food safety throughout the slaughter and meat production process. Key aspects of GHP/GMP include hygienic facility design and sanitary standard operating procedures. Proper animal handling, humane slaughter practices, and avoiding cross-contamination during processing and packaging are essential. Thorough employee training in hygiene procedures also helps maintain high food safety standards.
A ship's crew is divided into three main departments: the deck department oversees navigation and cargo operations; the engineering department maintains machinery and systems; and the steward's department is responsible for catering. Each department has a well-defined hierarchy and roles, from the captain and chief engineer down to more junior crew members, with areas of responsibility that are integral to the safe and efficient operation of the vessel.
The document provides tips for maintaining a clean kitchen to prevent foodborne illnesses. It recommends keeping surfaces clean and free of clutter, using a covered trash bin and taking out garbage daily, regularly checking and removing expired foods from the refrigerator, using separate chopping boards for different foods to avoid cross-contamination, and practicing good hand washing and cleaning habits.
This document summarizes a paper presented at the World Library and Information Congress discussing human resource development in university libraries in the context of the Balanced Scorecard approach. It explores how libraries can develop their human capital, information systems, and organizational culture to create value for stakeholders. It discusses measuring strategic readiness through objectives, measures, targets, and initiatives. The value is shifting from tangible to intangible assets like services, innovation, and responsiveness to customer needs. Libraries must demonstrate their added value to stakeholders in today's information marketplace.
This document is the final report of the Joint FAO/WHO/UNU Expert Consultation on Human Energy Requirements held in October 2001. It provides updated estimates of human energy requirements and recommendations for meeting those needs. The report defines key terms, outlines principles and methods for calculating energy requirements, and provides specific estimates for infants, children, adolescents, and adults. It is intended to assist governments and organizations in ensuring adequate food supplies and nutrition programs worldwide.
This document provides an introduction to the concepts of management and human resource management, outlining key terms like human resources, management, and motivation. It discusses the functions of management as planning, organizing, leading, and controlling. Finally, it outlines the roadmap or topics that will be covered throughout the course on human resource management.
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1. EMPLOYEE PERFORMANCE APPRAISAL - NON-EXEMPT
DATE:
DEPT:
PAY #: REVIEW PERIOD (Month/Year):
From: To:
EMPLOYEE: ###
JOB TITLE: OVERALL RATING:
0.0
ANNUAL ORIENTATION SPECIAL
INSTRUCTIONS:
1. Complete all sections (A, B and C).
2. Carefully evaluate each of the factors separately, based on recurring day-to-day performance since the last review and
not on recent or isolated exceptional events. Use examples, whenever possible, to support each performance rating.
3. There are seven core performance categories. All non-exempt employees must be rated in each of these areas and
given specific feedback on performance. There are also four optional performance categories that may be relevant,
depending on the non-exem
4. For each factor, evaluate the employee using the definitions provided below.
5. The overall rating will be automatically calculated on Page 6.
EXCELLENT (EXCEEDS STANDARDS) (4)
Performance frequently exceeds the established requirements for the job. The employee fully understands the position,
takes the appropriate initiative, and requires only occasional direct supervision.
GOOD (FULLY MEETS STANDARDS) (3)
Performance fully meets all the established requirements for the job. The employee is familiar with all aspects of the
position and performs these in a competent and satisfactory manner.
ACCEPTABLE (USUALLY MEETS STANDARDS) (2)
Performance usually meets all the minimal established requirements for the job. The employee’s performance
occasionally may require improvement.
UNSATISFACTORY (SUBSTANTIALLY SHORT OF STANDARDS) (1)
Performance is considered below established requirements for the job. The employee needs to improve performance
significantly to reach satisfactory performance and requires daily close supervision and/or additional training to bring
performance within ac
The care and accuracy with which this appraisal is completed will
determine its value to you, to the employee, and to the organization.
Page 1
(c) Drs. Agustinus Agus Purwanto, MM
2. SECTION A: FACTORS AFFECTING JOB PERFORMANCE (CORE PERFORMANCE CATEGORIES)
OVERALL COMMUNICATION SKILLS (Consider written, verbal, and listening skills)
Demonstrates proficiency at expressing ideas and listening, asking for and providing productive feedback, and has a
positive, effective communication style.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
DEPENDABILITY
Fulfills responsibilities, instills full confidence, works well without continual supervision.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
RELIABILITY
Consistent attendance, punctually arrives and leaves work, meetings and appointments.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
ATTITUDE/COOPERATION/ADAPTABILITY
Commitment, team spirit, amount of interest and enthusiasm shown in the performance of responsibilities and attitude
toward coworkers, students and the University. Works effectively and willingly with others (individuals and departments)
in positive, sup
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
Page 2
(c) Drs. Agustinus Agus Purwanto, MM
3. SECTION A: FACTORS AFFECTING JOB PERFORMANCE (CORE PERFORMANCE CATEGORIES)
JUDGMENT
Demonstrates ability to make sensible and appropriate decisions. Demonstrates discretion/professionalism in unusual
situations. Ability to make solid decisions.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
KNOWLEDGE
Demonstrates skills and an understanding of the position, policies, and procedures required in present job.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
QUALITY
Works with attention to detail and absence of error.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
QUANTITY/APPLICATION
The amount of work an individual accomplishes. Consistently applies ability and completes work in given timeframe.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
Page 3
(c) Drs. Agustinus Agus Purwanto, MM
4. SECTION B: FACTORS AFFECTING JOB PERFORMANCE (OPTIONAL PERFORMANCE CATEGORIES)
PROBLEM SOLVING
Identifies problems and determines their causes, assesses alternatives, makes recommendations/decisions.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
INITIATIVE
A self-starter who contributes and/or carries out new ideas or methods.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
PLANNING
Develops and utilizes methods and work organization to efficiently complete overall workload.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
OTHER (IDENTIFY)
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
Page 4
(c) Drs. Agustinus Agus Purwanto, MM
5. SECTION C: CONCLUSION
THIS SECTION SHOULD BE COMPLETED WITH THE EMPLOYEE AT THE CONCLUSION OF THE APPRAISAL.
COMPLETED MANDATORY TRAINING
Has employee completed mandatory training? (E.G. Sexual Harassment Awareness & Prevention Training, Code of
Conduct & Ethics Training, Compliance Training, Safety-Sensitive training, Other (please specify).
Yes No
Note: Failure to comply with Mandatory training requirements will be noted on this performance appraisal, and tentative
fiscal merit salary increases will be withheld until all required training has been completed.
COMMENTS
PLANS, GOALS, AND OTHER COMMENTS
Include any plans to further develop the employee's strengths, or any areas to develop requiring improvement.
Describe any specific goals or special projects this employee is assigned during the next four quarters. Specify
details and milestones. (Set cooperatively by supervisor and employee.)
EMPLOYEE COMMENTS
After you have reviewed this appraisal and discussed it with your supervisor/manager, please state briefly your
comments regarding this evaluation. If you have no comments, please indicate “none.”
Employee’s Signature: Date:
Evaluated By: Alex Khoo
Print Name Signature
Reviewed By: Uwe Gundlach
Page 5
(c) Drs. Agustinus Agus Purwanto, MM
6. (Next Level Supervisor) Print Name Signature
PERFORMANCE RATING CALCULATION
Gray-shaded areas contain formulas and are protected against entry.
CORE PERFORMANCE CATEGORIES: PERFORMANCE RATING
OVERALL COMMUNICATION SKILLS 0.00
DEPENDABILITY 0.00
RELIABILITY 0.00
ATTITUDE/COOPERATION/ADAPTABILITY 0.00
JUDGMENT 0.00
KNOWLEDGE 0.00
QUALITY 0.00
QUANTITY/APPLICATION 0.00
OPTIONAL CATEGORIES:
PROBLEM SOLVING 0.00
INITIATIVE 0.00
PLANNING 0.00
OTHER 0.00
NUMBER OF CATEGORIES:
TOTAL: 0.00 0
(Field automatically counts categories entered)
OVERALL PERFORMANCE RATING: 0.00
EXTENSION INFORMATION
Reason:
30 days 60 days 90 days
Page 6
(c) Drs. Agustinus Agus Purwanto, MM
13. EMPLOYEE PERFORMANCE APPRAISAL -
EXEMPT MANAGERIAL (Supervisory Level and Above)
DATE:
CENTER/DEPT:
PAY #: REVIEW PERIOD (Month/Year):
From: To:
EMPLOYEE: ###
JOB TITLE: OVERALL RATING:
ANNUAL ORIENTATION SPECIAL
INSTRUCTIONS:
1. Complete all sections (A and B).
2. Carefully evaluate each of the factors separately, based on recurring day-to-day performance since the last review and not on
recent or isolated exceptional events. Use examples, whenever possible, to support each performance rating.
3. There are nine core performance categories. All exempt employees must be rated in each of these areas and given specific
feedback on performance. There are also two optional performance categories that may be relevant, depending on the exempt
positio
4. For each factor, evaluate the employee using the definitions provided below.
5. The overall rating will be automatically calculated on Page 6.
EXCELLENT (EXCEEDS STANDARDS) (4)
Performance frequently exceeds the established requirements for the job. The employee fully understands the position, takes the
appropriate initiative, and requires only occasional direct supervision.
GOOD (FULLY MEETS STANDARDS) (3)
Performance fully meets all the established requirements for the job. The employee is familiar with all aspects of the position and
performs these in a competent and satisfactory manner.
ACCEPTABLE (USUALLY MEETS STANDARDS) (2)
Performance usually meets all the minimal established requirements for the job. The employee’s performance occasionally may
require improvement.
UNSATISFACTORY (SUBSTANTIALLY SHORT OF STANDARDS) (1)
Performance is considered below established requirements for the job. The employee needs to improve performance significantly to
reach satisfactory performance and requires daily close supervision and/or additional training to bring performance within ac
The care and accuracy with which this appraisal is completed will
determine its value to you, to the employee, and to the organization.
Page 13
(c) Drs. Agustinus Agus Purwanto, MM
14. SECTION A: FACTORS AFFECTING JOB PERFORMANCE (CORE PERFORMANCE CATEGORIES)
OVERALL COMMUNICATION SKILLS
(Consider written, verbal, and listening skills)
Demonstrates proficiency at expressing ideas and listening, asking for and providing productive feedback, and has a positive,
effective communication style.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
POSITION PERFORMANCE
Works individually and with others to effectively carry out responsibilities and assignments of the position. Accepts and
accomplishes special projects in a timely manner. Professionally knowledgeable and competent.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
ECONOMIC OUTCOME AND/OR OPERATING PERFORMANCE
Generates ideas, selects strategies/alternatives, effectively uses controllable resources. Makes timely decisions. Influences
quality/quantity results or makes other contributions to the economic or operative effectiveness of the Unit.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
Page 14
(c) Drs. Agustinus Agus Purwanto, MM
15. SECTION A: FACTORS AFFECTING JOB PERFORMANCE (CORE PERFORMANCE CATEGORIES)
SUPERVISION/ADMINISTRATIVE PERFORMANCE
Structures and monitors unit or individual activities. Plans, set goals, organizes, reviews, controls, communicates, and coordinates
the performance of others using resources productively. Delegates tasks appropriately.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
LEADERSHIP
Creates and communicates a clear vision. Uses personal/professional insight and competencies to communicate with and inspire
others, guiding effective performance. Builds a high performing work environment as evidenced by successful operations.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
ORGANIZATIONAL PERFORMANCE
Understands organizational processes; how work groups/individuals function to achieve results. Sensitive to how decisions and
change influence performance. Encourages problem-solving/teamwork in interdependent settings.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
ADAPTABILITY
Anticipates and recognizes problems/opportunities early. Creative and resourceful. Handles ambiguous circumstances and changes
to University's advantage. Profits from experience. Applies learning to the future.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
Page 15
(c) Drs. Agustinus Agus Purwanto, MM
16. SECTION A: FACTORS AFFECTING JOB PERFORMANCE (CORE PERFORMANCE CATEGORIES)
CONFLICT RESOLUTION
Resolves conflicts directly and completely. Discusses issues with appropriate party's) with courtesy and tact.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
DISSEMINATION OF INFORMATION
Includes appropriate personnel on decisions or changes. Informs appropriate personnel on a timely basis. Accurate judge of who
needs to know what.
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
OTHER (IDENTIFY)
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
OTHER (IDENTIFY)
Excellent (4) Good (3) Acceptable (2) Unsatisfactory (1) RATING: 0.00
COMMENTS:
Page 16
(c) Drs. Agustinus Agus Purwanto, MM
17. SECTION B: CONCLUSION
THIS SECTION SHOULD BE COMPLETED WITH THE EMPLOYEE AT THE CONCLUSION OF THE APPRAISAL.
COMPLETED MANDATORY TRAINING
Has employee completed mandatory training? (E.G. Sexual Harassment Awareness & Prevention Training, Code of
Conduct & Ethics Training, Compliance Training, Safety-Sensitive training, Other (please specify).
Yes No
Note: Failure to comply with Mandatory training requirements will be noted on this performance appraisal, and
tentative fiscal merit salary increases will be withheld until all required training has been completed.
COMMENTS
What plans have you and the employee developed to build on present strengths?
What plans have you and the employee established to work on areas requiring improvement?
Describe any specific goals or special projects this employee is assigned during the next four quarters. Specify details and
milestones.
After you have reviewed this appraisal and discussed it with your supervisor/manager, please state briefly your comments regarding
this evaluation. If you have no comments, please indicate “none.”
Page 17
(c) Drs. Agustinus Agus Purwanto, MM
27. BALI HOSPITALITY PROFESSIONAL SERVICES
2009 ANNUAL SALARY REVIEW - FINANCIAL IMPACT ANALYSIS
DEPARTMENT: ROOM DIVISION
SALARY STRUCTURE : HOUSE KEEPING
CURRENCY : US Dollars
EFFECTIVE DATE : 1-Jan-09
CUT-OFF DATE : 1-Jan-09 DATE SCHEDULE PRINTED 19-Mar-09
:
2008 Rating Prior Salary 2009 Salary Range Range Merit Merit Merit Prom Other Pro Total Salary 2009 New Range
Name Position Gr Salary Score Rev Date (d-mm-yr) Min Mid Max Pen. % PR CC Total Incr Incr Incr Rat'n Incr Incr Amt Salary Pen. %
Assistant Housekeeper 2 3000 1-Jan-07 1,920 3,437 4,956
Floor Supervisor 4 1920 1-Jan-07 1,056 1,364 3,534
Laundry Manager 2 1800 1-Jan-07 1,920 3,437 4,956
Housekeeping Secretary 6 1584 1-Jan-07 960 1,356 1,752
Floor Suppervior 4 1440 1-Jan-07 1,056 1,364 3,534
SUMMARY : 2007 Salaries Total : 9,744 Overall % - Increase : 0.00% Increase : $- 1997 Total : 0
Exch rate to US$ : VND 16,000 US$ : 0.61 US$ : 0.00 US$ : 0.00
APPROVALS :
Human Resources, Hotel Finance, Hotel General Manager Date President Director
28. BALI HOSPITALITY PROFESSIONAL SERVICES
2009 SALARY ADJUSTMENT WORKSHEET
NAME : Hồ Tấn Dũng DEPARTMENT : ROOM DIVISION
TITLE : Mason STRUCTURE : HOUSE KEEPING
GRADE : 8 EFFECTIVE DATE : 1-Jan-09
CURR RANGE PENETRN : 161% PRIOR REV. DATE : 30-Dec-99
PERFORMANCE RATING : PR CC
X X
MERIT INCREASE :
0.00% X 12.0 /12 X 1200 = 0
Mths since 2009 Salary Merit Increase
last increase
PROMOTIONAL INCREASE : 0.00% X 1,200 = 0
2009 Salary Promotional Incr
OTHER INCREASE : *** SEE BELOW 0.00% X 1,200 = 0
2009 Salary Other Increase
NEW BASE SALARY :
2008 Salary 1,200
+ Merit Incr 0
+ Promotional Incr 0
+ Other Incr 0
2008 Base Salary 1,200 Total % Incr 0.00%
Range Penetration 161% Monthly Salary 100
NEXT MERIT REVIEW DUE : 1-Jan-09
PRORATA INCREASE DUE AT THAT TIME : 0.00 /12 Months
APPROVALS:
Executive Housekeeper Date Human Resources Date
Finance Date General Manager Date
***Reason for OTHER INCREASE :
3rd Level Approval :
Date