The Spiral Model is a software development process that divides projects into iterations. Each iteration involves planning, risk analysis, engineering, and evaluation. This allows high-risk elements to be resolved early through prototypes and simulations. The model works well for large, risky projects where requirements may change and is focused on risk management over documentation. It incorporates elements of waterfall and prototyping models.
Hotel guest service representative performance appraisalisabellabrown161
This document provides information and resources for evaluating the performance of a hotel guest service representative. It includes:
1. A sample job performance evaluation form with sections to rate performance factors like administration, communication, teamwork, and customer service. Ratings are on a scale from outstanding to unsatisfactory.
2. Examples of performance review phrases for evaluating different skills including attitude, creativity, decision-making, interpersonal skills, and problem-solving. Both positive and negative phrases are provided.
3. An overview of the top 12 methods for performance appraisal that can be used for a hotel guest service representative, including management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback.
Computer integrated manufacturing (CIM) incorporates all manufacturing processes including CAD/CAM, business functions, and engineering functions. CIM aims to achieve lower costs, higher quality, and better responsiveness through techniques like group technology, flexible manufacturing systems, and shop floor control using concepts like CONWIP. Group technology groups similar parts into families to improve productivity. Flexible manufacturing systems are reprogrammable systems that can produce different product types automatically using components like machine tools and automated material handling.
This document introduces CAD (Computer Aided Design), CAM (Computer Aided Manufacturing), and CAE (Computer Aided Engineering). It discusses how computers are applied throughout the product cycle, including providing rapid design concepts, analysis capabilities, virtual and rapid prototyping, documentation, process planning, and NC programming. CAD is used for design creation, modification, and analysis. CAM is used for planning, managing, and controlling manufacturing operations like NC programming. CAE is used to analyze CAD geometry through simulation, refinement, and optimization of designs.
This document provides information and resources for evaluating the job performance of a senior design engineer, including:
- Links to free ebooks and resources on performance appraisal phrases, forms, methods and key performance indicators (KPIs).
- A sample job performance evaluation form covering rating an engineer's performance on factors like administration, knowledge, communication etc. and including spaces for comments on strengths, areas for improvement and goal setting.
- Examples of performance review phrases for attributes like attitude, creativity, decision-making, interpersonal skills, problem solving, and teamwork that could be used to evaluate the engineer.
- An overview of the top 12 methods for performance appraisal, including management by objectives, critical
The document discusses process planning, which involves selecting and sequencing manufacturing processes and operations to transform raw materials into finished components. It covers manual and computer-aided process planning methods. The key steps in manual process planning are interpreting drawings, selecting processes and operations, choosing tools and equipment, and documenting the plan. Computer-aided process planning can retrieve existing plans or generate new optimized plans. Important considerations in process planning include equipment selection, tooling selection, and interpreting engineering drawings and specifications.
This document discusses process planning. It defines process planning as systematically determining how a product will be manufactured economically. The objectives are to prepare instructions for manufacturing a product and its parts along with specifications. Process planning activities include analyzing part requirements, determining operation sequences, selecting equipment, calculating times, and documenting plans. Common approaches are manual and computer-aided process planning (CAPP), which can be retrieval-based or generative.
The Spiral Model is a software development process that divides projects into iterations. Each iteration involves planning, risk analysis, engineering, and evaluation. This allows high-risk elements to be resolved early through prototypes and simulations. The model works well for large, risky projects where requirements may change and is focused on risk management over documentation. It incorporates elements of waterfall and prototyping models.
Hotel guest service representative performance appraisalisabellabrown161
This document provides information and resources for evaluating the performance of a hotel guest service representative. It includes:
1. A sample job performance evaluation form with sections to rate performance factors like administration, communication, teamwork, and customer service. Ratings are on a scale from outstanding to unsatisfactory.
2. Examples of performance review phrases for evaluating different skills including attitude, creativity, decision-making, interpersonal skills, and problem-solving. Both positive and negative phrases are provided.
3. An overview of the top 12 methods for performance appraisal that can be used for a hotel guest service representative, including management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback.
Computer integrated manufacturing (CIM) incorporates all manufacturing processes including CAD/CAM, business functions, and engineering functions. CIM aims to achieve lower costs, higher quality, and better responsiveness through techniques like group technology, flexible manufacturing systems, and shop floor control using concepts like CONWIP. Group technology groups similar parts into families to improve productivity. Flexible manufacturing systems are reprogrammable systems that can produce different product types automatically using components like machine tools and automated material handling.
This document introduces CAD (Computer Aided Design), CAM (Computer Aided Manufacturing), and CAE (Computer Aided Engineering). It discusses how computers are applied throughout the product cycle, including providing rapid design concepts, analysis capabilities, virtual and rapid prototyping, documentation, process planning, and NC programming. CAD is used for design creation, modification, and analysis. CAM is used for planning, managing, and controlling manufacturing operations like NC programming. CAE is used to analyze CAD geometry through simulation, refinement, and optimization of designs.
This document provides information and resources for evaluating the job performance of a senior design engineer, including:
- Links to free ebooks and resources on performance appraisal phrases, forms, methods and key performance indicators (KPIs).
- A sample job performance evaluation form covering rating an engineer's performance on factors like administration, knowledge, communication etc. and including spaces for comments on strengths, areas for improvement and goal setting.
- Examples of performance review phrases for attributes like attitude, creativity, decision-making, interpersonal skills, problem solving, and teamwork that could be used to evaluate the engineer.
- An overview of the top 12 methods for performance appraisal, including management by objectives, critical
The document discusses process planning, which involves selecting and sequencing manufacturing processes and operations to transform raw materials into finished components. It covers manual and computer-aided process planning methods. The key steps in manual process planning are interpreting drawings, selecting processes and operations, choosing tools and equipment, and documenting the plan. Computer-aided process planning can retrieve existing plans or generate new optimized plans. Important considerations in process planning include equipment selection, tooling selection, and interpreting engineering drawings and specifications.
This document discusses process planning. It defines process planning as systematically determining how a product will be manufactured economically. The objectives are to prepare instructions for manufacturing a product and its parts along with specifications. Process planning activities include analyzing part requirements, determining operation sequences, selecting equipment, calculating times, and documenting plans. Common approaches are manual and computer-aided process planning (CAPP), which can be retrieval-based or generative.
This document discusses key aspects of product design and development. It defines product, product development process, and design process. It outlines the six phases of product development and different types of products. The document also discusses product conceptual design, form and function, fundamental design rules, concurrent engineering approach, and composition of effective design teams.
The document discusses methods for designing work systems, including work study, method study, motion study, and work measurement. It describes the objectives and steps involved in techniques like time study, work sampling, and predetermined motion time systems. The goal is to analyze existing work methods, standardize processes, eliminate inefficiencies, and improve productivity through establishing optimal work designs and setting time standards.
PPCE unit 2 (ME8793 – PROCESS PLANNING AND COST ESTIMATION )TAMILMECHKIT
UNIT 2 – PROCESS PLANNING ACTIVITIES
Process parameters calculation for various production processes-Selection jigs and fixtures- Selection of quality assurance methods - Set of documents for process planning-Economics of process planning- case studies
Computer-Aided Injection Mold Design and Manufacture ( etc.) (Z-Library).pdfNickWang91
This document provides a list of 70 books related to plastics engineering and polymer technology. The list includes books on topics such as injection mold design and manufacture, plastics waste recovery, polymer composites, thermoplastics, and rubber compounding. The final book listed is titled "Computer-Aided Injection Mold Design and Manufacture" which this document is about.
This document discusses 3D printing technology and its uses. It describes how 3D printing works by using a digital 3D design to build an object in layers by depositing material. The document outlines the benefits of 3D printing such as customization, complexity of designs, being tool-less, sustainability, and allowing imagination. It also provides details about the jewelkreator 3D printer, its specifications, applications in areas like medical implants, consumer products, architecture, and industry.
This document provides an introduction to industrial engineering. It defines industrial engineering as concerned with designing integrated systems of people, equipment, and materials to increase productivity by eliminating waste and improving resource utilization. The history of the field is traced from Adam Smith's division of labor concepts to contributions from Taylor, Gantt, the Gilbreths, and others. The primary activities and objectives of industrial engineering are to establish methods for improving operations and controlling costs. Techniques used include method study, time study, ergonomics, and operations research.
This document contains a job performance evaluation form for evaluating a junior software engineer. It includes sections for reviewing the employee's performance based on defined rating criteria, identifying strengths and areas for improvement, setting a plan for improved performance, and obtaining signatures to finalize the evaluation. Rating criteria cover areas like administration, communication, teamwork, decision-making, customer responsiveness, and safety. Sample phrases are provided to help evaluate performance in attitudes, creativity/innovation, and decision-making. The form appears to be a comprehensive tool for conducting a formal job performance review for a junior software engineer.
This document discusses computer-aided design (CAD) and computer-aided manufacturing (CAM) technologies. It explains that CAD is used for geometric modeling, engineering analysis, and automated drafting to construct digital designs. CAM then uses numerical control, process planning, robotics, and factory management to efficiently manufacture physical products based on the CAD files. The document provides details on various CAD and CAM applications, functions, and systems to illustrate how computers enhance and optimize industrial design and production processes.
This document provides a job performance evaluation form for a health administrator. It includes:
- Links to free resources on performance appraisal methods, forms, and key performance indicators.
- Sections to rate the employee's performance on factors like administration, communication, decision-making, and safety. Performance can be rated as outstanding, exceeding expectations, meeting expectations, below expectations, or unsatisfactory.
- Areas for comments on the employee's strengths, areas for improvement, and a plan of action. Signatures are required from the employee and evaluators.
Design For Assembly- Machining COnsiderationaman1312
The document discusses design considerations for machining processes. It provides guidelines for facilitating milling, drilling, and keyway operations. Some recommendations include using standard cutter sizes, avoiding interrupted cuts, designing for easy fixturing, and allowing access for cutters. Overall the document outlines strategies for designing parts in a way that reduces the complexity and cost of machining.
The document discusses various design for manufacturing and assembly (DFMA) principles including: design for machining (standardization, material choice, part size/shape), design for economy (reducing lifecycle costs), design for clampability (ease of clamping parts), design for accessibility (ease of accessing parts), and design for assembly (minimizing parts, using self-locating/fastening features, modular design). It provides guidelines and examples for each principle to facilitate part and product design for efficient manufacturing and assembly.
The document describes different types of process charts used in manufacturing including flow process charts to illustrate the steps in a process, multiple activity charts to show multiple concurrent processes, man-machine charts to depict interactions between workers and equipment, and Simo charts to represent the flow of materials.
This document provides an introduction to engineering management. It defines engineering as involving skilled invention and design, and management as directing group efforts toward goals. It outlines three levels of management - top, middle, and first-line - and their roles. Managerial skills like technical, interpersonal, and conceptual abilities are also discussed. The four main roles of managers are described as interpersonal, informational, decisional, and the five basic management functions as planning, organizing, staffing, leading, and controlling. Engineering management is defined as a specialized form of management for engineering projects, where managers use their experience to lead technical teams and help identify project costs and quality.
The document discusses process planning, which involves translating design requirements into manufacturing process details. It describes process planning as a bridge between design and manufacturing. The document then discusses several key aspects of process planning including analyzing part requirements, selecting materials and operations, interpreting designs, choosing equipment, and creating work instructions. Finally, it compares manual and computer-aided process planning (CAPP) methods, with CAPP helping to reduce time/costs and increase consistency and accuracy compared to experience-based manual methods. CAPP approaches include variant, generative, and automatic planning.
This document contains information about performance evaluation methods for secretaries, including example forms, phrases, and tips. It discusses 12 common performance appraisal methods such as management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, and 360 degree feedback. For each method, it provides a definition and overview of how it works and some advantages or disadvantages. The document also includes sections with positive and negative example phrases for evaluating different job skills and behaviors in categories like attitude, communication, problem-solving, and teamwork. It appears aimed to help managers conduct thorough yet constructive performance reviews of their secretary employees.
Web developer designer performance appraisalgarymobile15
This document provides information and resources for evaluating the performance of a web developer designer, including:
1. A sample job performance evaluation form with ratings, factors, and sections for comments.
2. Examples of performance review phrases for evaluating various skills and behaviors.
3. An overview of the top 12 methods for conducting performance appraisals, such as management by objectives, critical incident method, and 360 degree feedback.
This document discusses key aspects of product design and development. It defines product, product development process, and design process. It outlines the six phases of product development and different types of products. The document also discusses product conceptual design, form and function, fundamental design rules, concurrent engineering approach, and composition of effective design teams.
The document discusses methods for designing work systems, including work study, method study, motion study, and work measurement. It describes the objectives and steps involved in techniques like time study, work sampling, and predetermined motion time systems. The goal is to analyze existing work methods, standardize processes, eliminate inefficiencies, and improve productivity through establishing optimal work designs and setting time standards.
PPCE unit 2 (ME8793 – PROCESS PLANNING AND COST ESTIMATION )TAMILMECHKIT
UNIT 2 – PROCESS PLANNING ACTIVITIES
Process parameters calculation for various production processes-Selection jigs and fixtures- Selection of quality assurance methods - Set of documents for process planning-Economics of process planning- case studies
Computer-Aided Injection Mold Design and Manufacture ( etc.) (Z-Library).pdfNickWang91
This document provides a list of 70 books related to plastics engineering and polymer technology. The list includes books on topics such as injection mold design and manufacture, plastics waste recovery, polymer composites, thermoplastics, and rubber compounding. The final book listed is titled "Computer-Aided Injection Mold Design and Manufacture" which this document is about.
This document discusses 3D printing technology and its uses. It describes how 3D printing works by using a digital 3D design to build an object in layers by depositing material. The document outlines the benefits of 3D printing such as customization, complexity of designs, being tool-less, sustainability, and allowing imagination. It also provides details about the jewelkreator 3D printer, its specifications, applications in areas like medical implants, consumer products, architecture, and industry.
This document provides an introduction to industrial engineering. It defines industrial engineering as concerned with designing integrated systems of people, equipment, and materials to increase productivity by eliminating waste and improving resource utilization. The history of the field is traced from Adam Smith's division of labor concepts to contributions from Taylor, Gantt, the Gilbreths, and others. The primary activities and objectives of industrial engineering are to establish methods for improving operations and controlling costs. Techniques used include method study, time study, ergonomics, and operations research.
This document contains a job performance evaluation form for evaluating a junior software engineer. It includes sections for reviewing the employee's performance based on defined rating criteria, identifying strengths and areas for improvement, setting a plan for improved performance, and obtaining signatures to finalize the evaluation. Rating criteria cover areas like administration, communication, teamwork, decision-making, customer responsiveness, and safety. Sample phrases are provided to help evaluate performance in attitudes, creativity/innovation, and decision-making. The form appears to be a comprehensive tool for conducting a formal job performance review for a junior software engineer.
This document discusses computer-aided design (CAD) and computer-aided manufacturing (CAM) technologies. It explains that CAD is used for geometric modeling, engineering analysis, and automated drafting to construct digital designs. CAM then uses numerical control, process planning, robotics, and factory management to efficiently manufacture physical products based on the CAD files. The document provides details on various CAD and CAM applications, functions, and systems to illustrate how computers enhance and optimize industrial design and production processes.
This document provides a job performance evaluation form for a health administrator. It includes:
- Links to free resources on performance appraisal methods, forms, and key performance indicators.
- Sections to rate the employee's performance on factors like administration, communication, decision-making, and safety. Performance can be rated as outstanding, exceeding expectations, meeting expectations, below expectations, or unsatisfactory.
- Areas for comments on the employee's strengths, areas for improvement, and a plan of action. Signatures are required from the employee and evaluators.
Design For Assembly- Machining COnsiderationaman1312
The document discusses design considerations for machining processes. It provides guidelines for facilitating milling, drilling, and keyway operations. Some recommendations include using standard cutter sizes, avoiding interrupted cuts, designing for easy fixturing, and allowing access for cutters. Overall the document outlines strategies for designing parts in a way that reduces the complexity and cost of machining.
The document discusses various design for manufacturing and assembly (DFMA) principles including: design for machining (standardization, material choice, part size/shape), design for economy (reducing lifecycle costs), design for clampability (ease of clamping parts), design for accessibility (ease of accessing parts), and design for assembly (minimizing parts, using self-locating/fastening features, modular design). It provides guidelines and examples for each principle to facilitate part and product design for efficient manufacturing and assembly.
The document describes different types of process charts used in manufacturing including flow process charts to illustrate the steps in a process, multiple activity charts to show multiple concurrent processes, man-machine charts to depict interactions between workers and equipment, and Simo charts to represent the flow of materials.
This document provides an introduction to engineering management. It defines engineering as involving skilled invention and design, and management as directing group efforts toward goals. It outlines three levels of management - top, middle, and first-line - and their roles. Managerial skills like technical, interpersonal, and conceptual abilities are also discussed. The four main roles of managers are described as interpersonal, informational, decisional, and the five basic management functions as planning, organizing, staffing, leading, and controlling. Engineering management is defined as a specialized form of management for engineering projects, where managers use their experience to lead technical teams and help identify project costs and quality.
The document discusses process planning, which involves translating design requirements into manufacturing process details. It describes process planning as a bridge between design and manufacturing. The document then discusses several key aspects of process planning including analyzing part requirements, selecting materials and operations, interpreting designs, choosing equipment, and creating work instructions. Finally, it compares manual and computer-aided process planning (CAPP) methods, with CAPP helping to reduce time/costs and increase consistency and accuracy compared to experience-based manual methods. CAPP approaches include variant, generative, and automatic planning.
This document contains information about performance evaluation methods for secretaries, including example forms, phrases, and tips. It discusses 12 common performance appraisal methods such as management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, and 360 degree feedback. For each method, it provides a definition and overview of how it works and some advantages or disadvantages. The document also includes sections with positive and negative example phrases for evaluating different job skills and behaviors in categories like attitude, communication, problem-solving, and teamwork. It appears aimed to help managers conduct thorough yet constructive performance reviews of their secretary employees.
Web developer designer performance appraisalgarymobile15
This document provides information and resources for evaluating the performance of a web developer designer, including:
1. A sample job performance evaluation form with ratings, factors, and sections for comments.
2. Examples of performance review phrases for evaluating various skills and behaviors.
3. An overview of the top 12 methods for conducting performance appraisals, such as management by objectives, critical incident method, and 360 degree feedback.
This document contains information about performance evaluation forms and methods for mechanical engineers. It includes a 4-page sample performance evaluation form with sections for reviewing performance factors, employee strengths and accomplishments, performance areas needing improvement, and signatures. It also lists phrases that can be used in performance reviews and describes the top 12 methods for performance appraisal, such as management by objectives, critical incident method, and 360-degree feedback. The document provides templates and guidance for conducting formal performance reviews for mechanical engineers.
This document contains information related to performance evaluation of a subsea engineer, including:
1. A sample job performance evaluation form spanning 4 pages with rating criteria in various performance areas like administration, communication, teamwork, and health and safety.
2. A list of 6 performance appraisal methods for evaluating subsea engineers, such as management by objectives, critical incident method, and behaviorally anchored rating scales.
3. Examples of performance review phrases for a subsea engineer in areas like attitude, creativity, decision-making, and interpersonal skills.
The document provides human resources professionals and managers with resources to help evaluate and develop the performance of subsea engineers.
This document discusses key performance indicators (KPIs) for evaluating web developers. It provides examples of KPIs, steps for creating a KPI system, common mistakes to avoid, and how to design effective KPIs linked to business strategy and goals. The document recommends visiting kpi123.com for additional KPI samples, performance appraisal forms, review methods and phrases to use when evaluating web developer performance.
This document discusses the design of performance appraisal forms. It begins by defining performance appraisal as a process of systematically evaluating employee performance and providing feedback to improve it. Some advantages of performance appraisal are increased motivation, self-esteem, communication, and fair rewards. The document then explains that a performance appraisal form is a predefined format for assessing an employee's actual performance against standards. It provides a 5-step model for designing appraisal forms: 1) Know the employee, 2) Study their job description, 3) Decide evaluation parameters, 4) Choose an appraisal method, and 5) Create the form. Common appraisal methods include ranking, rating, critical incidents, and behaviorally anchored scales. Issues to
The document discusses performance appraisal methods including their definition, history, purpose, and process. It describes various absolute standards methods like critical incident appraisal, checklists, graphic rating scales, and forced choice appraisal. Relative standards methods covered include group order ranking, individual ranking, and paired comparison. Factors that can distort appraisals and how to create effective appraisal systems are also summarized.
The document provides examples of objectives and key results (OKRs) for different roles within an engineering organization. It includes OKRs for roles like VP of Engineering, Chief Architect, Software Engineer, Quality Assurance Engineer, and Data Scientist. The OKRs are structured using the "I will ______ as measured by ________" format and focus on goals that can be achieved within a specific timeframe, often by the end of a quarter or sprint, with measurable key results. The document is intended to provide guidance for teams in setting their own OKRs by giving examples of well-structured goals aligned to specific roles.
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This ppt is for all those who have interest in Performance management. Let it be employee or employer.
Every employee waits whole year in dreams of getting of good appraisal next year . He should be well prepared for it in advance.
Similarly people how are in HR department or Management should be also very much prepared to face question, and answer the query without any ego or attitude in benefit of organization.
The document discusses strategies for conducting a fair performance appraisal of nurses who felt their previous appraisal was unfair. The new appraiser would:
1) Analyze objective and subjective performance data like records and interviews to substantiate any rating changes.
2) Interview staff and the previous appraiser to understand the reasons for grievances like personality clashes or errors in rating.
3) Address any performance issues by determining the root cause such as skills, motivation, or opportunity factors, and taking actions like training, coaching, clarifying expectations.
4) Conduct the re-appraisal with effective communication skills and an understanding of common rater errors to avoid inaccurate assessments. The focus would be on organizational objectives and
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.
This document provides information and resources for evaluating the performance of a build engineer, including:
1. Sample performance evaluation forms for a build engineer with rating scales and categories like skills, quality of work, leadership, and more.
2. Links to free eBooks and resources on performance appraisal phrases, forms, methods, and key performance indicators (KPIs) for evaluating build engineers.
3. Descriptions of the top 12 methods for performance evaluation, such as management by objectives, critical incident, behaviorally anchored rating scales, and 360 degree/multi-rater feedback. Checklists and weighted checklists are also discussed.
This document contains materials for evaluating the job performance of a release engineer, including:
1) A 4-page performance evaluation form with ratings for various job criteria like administration, communication, teamwork, and customer service.
2) Links to additional online resources for performance appraisals, including sample forms, phrases, and tips.
3) Examples of performance review phrases for evaluating an engineer's attitude, creativity, and decision-making skills.
The evaluation form provides a structured way to assess the release engineer's work performance and set goals for improvement in key areas important to the role.
Engineering director perfomance appraisal 2tonychoper5004
This document provides information and resources for conducting a performance evaluation of an engineering director. It includes a 4-page sample performance evaluation form with rating scales for evaluating an engineering director on various performance factors. It also lists the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback. Additional resources on performance phrases and key performance indicators are referenced to aid in the engineering director's performance review.
This document contains information related to performance evaluation forms and methods for solution engineers. It includes a sample job performance evaluation form with sections for performance planning and review, employee strengths and accomplishments, performance areas needing improvement, and signatures. It also lists phrases that can be used in performance reviews and describes the top 12 methods for performance appraisal, such as management by objectives, critical incident, behaviorally anchored rating scales, and 360 degree feedback. The document provides resources and templates for conducting thorough performance reviews of solution engineers.
The document provides materials for evaluating the job performance of an associate engineer, including:
1) A 4-page performance evaluation form covering an engineer's performance in areas like administration, communication, teamwork, and decision-making. Ratings include outstanding, exceeds expectations, meets expectations, below expectations, and unsatisfactory.
2) Links to online resources on performance appraisal phrases, forms, methods, and key performance indicators.
3) Sample performance review phrases for an engineer's attitude, creativity, and decision-making.
This document provides information and resources for evaluating the performance of a principal engineer, including:
1. Sample performance evaluation forms for a principal engineer with rating scales and categories like administration, knowledge, communication, and more.
2. Examples of positive and negative phrases that can be used in a performance review for a principal engineer in areas such as attitude, creativity, decision-making, and teamwork.
3. An overview of the top 12 methods for evaluating a principal engineer's performance, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback.
This document provides information and resources for conducting a performance evaluation of a contract engineer. It includes a 4-page sample evaluation form with rating scales for evaluating an engineer on various performance factors. It also lists phrases that can be used in writing evaluations and the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback. The goal is to help managers formally assess contract engineers and provide constructive feedback to help them improve.
This document contains materials for conducting a job performance evaluation of an estimation engineer, including:
1) A 4-page evaluation form to rate an estimation engineer's performance on factors like administration, communication, decision-making, and safety. Overall performance is rated on a scale from "Outstanding" to "Unsatisfactory".
2) Links to online resources for performance appraisal phrases, forms, and tips for writing self-appraisals.
3) Sample positive and negative phrases for evaluating an estimation engineer's attitude, creativity/innovation, and decision-making skills.
This document contains information about performance evaluation methods for resident engineers, including example phrases and templates. It provides links to additional online resources on performance appraisals. The main body discusses 12 common performance appraisal methods: management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, 360 degree feedback, and checklist/weighted checklist methods. For each method, it provides a brief overview and examples of how they could be applied to evaluate a resident engineer's performance.
This document provides information and resources for evaluating the job performance of an architectural engineer, including:
1. A 4-page job performance evaluation form with rating scales for evaluating an engineer on factors like administration, knowledge, communication, and more.
2. Examples of positive and negative performance review phrases for attributes like attitude, creativity, decision-making, and interpersonal skills.
3. An overview of the top 12 methods for performance appraisal, such as management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
This document contains materials for evaluating the job performance of a solutions engineer, including:
1) A 4-page performance evaluation form with ratings scales for evaluating an engineer on factors like skills, communication, problem-solving, and more.
2) A list of 6 online resources for additional performance appraisal materials.
3) A section with sample performance review phrases for evaluating an engineer's attitude, creativity, and decision-making.
This document contains materials for evaluating the job performance of a structural engineer, including:
1. A 4-page job performance evaluation form with rating scales for evaluating an engineer on factors like administration, knowledge, communication, and more.
2. Examples of performance review phrases for attributes like attitude, creativity, decision-making, and interpersonal skills.
3. An overview of the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
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আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
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3. Job Performance Evaluation Form Page 3
I. Design engineer performance form
Name:
Evaluation Period:
Title: Date:
PERFORMANCE PLANNING AND RESULTS
Performance Review
Use a current job description (job descriptions are available on the HR web page).
Rate the person's level of performance, using the definitions below.
Review with employee each performance factor used to evaluate his/her work performance.
Give an overall rating in the space provided, using the definitions below as a guide.
Performance Rating Definitions
The following ratings must be used to ensure commonality of language and consistency on
overall ratings: (There should be supporting comments to justify ratings of “Outstanding” “Below Expectations,
and “Unsatisfactory”)
Outstanding Performance is consistently superior
Exceeds Expectations Performance is routinely above job requirements
Meets Expectations Performance is regularly competent and dependable
Below Expectations Performance fails to meet job requirements on a frequent basis
Unsatisfactory Performance is consistently unacceptable
A. PERFORMANCE FACTORS (use job description as basis of this evaluation).
Administration - Measures effectiveness in planning,
organizing and efficiently handling activities and eliminating
unnecessary activities
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
4. Job Performance Evaluation Form Page 4
Unsatisfactory
NA
Knowledge of Work - Consider employee's skill level,
knowledge and understanding of all phases of the job and
those requiring improved skills and/or experience.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Communication - Measures effectiveness in listening to
others, expressing ideas, both orally and in writing and
providing relevant and timely information to management,
co-workers, subordinates and customers.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Teamwork - Measures how well this individual gets along
with fellow employees, respects the rights of other
employees and shows a cooperative spirit.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Decision Making/Problem Solving - Measures
effectiveness in understanding problems and making timely,
practical decisions.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Expense Management - Measures effectiveness in
establishing appropriate reporting and control procedures;
operating efficiently at lowest cost; staying within
established budgets.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Human Resource Management - Measures effectiveness in
selecting qualified people; evaluating subordinates'
performance; strengths and development needs; providing
constructive feedback, and taking appropriate and timely
action with marginal or unsatisfactory performers. Also
considers efforts to further the university goal of equal
employment opportunity.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Independent Action - Measures effectiveness in time
management; initiative and independent action within
prescribed limits.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Job Knowledge - Measures effectiveness in keeping
knowledgeable of methods, techniques and skills required
in own job and related functions; remaining current on new
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
5. Job Performance Evaluation Form Page 5
developments affecting SPSU and its work activities. Unsatisfactory
NA
Leadership - Measures effectiveness in accomplishing
work assignments through subordinates; establishing
challenging goals; delegating and coordinating effectively;
promoting innovation and team effort.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Managing Change and Improvement - Measures
effectiveness in initiating changes, adapting to necessary
changes from old methods when they are no longer
practical, identifying new methods and generating
improvement in facility's performance.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Customer Responsiveness - Measures responsiveness and
courtesy in dealing with internal staff, external customers
and vendors; employee projects a courteous manner.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Personal Appearance - Measures neatness and personal
hygiene appropriate to position.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Dependability - Measures how well employee complies
with instructions and performs under unusual
circumstances; consider record of attendance and
punctuality.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Safety - Measures individual's work habits and attitudes as
they apply to working safely. Consider their contribution to
accident prevention, safety awareness, ability to care for
SPSU property and keep workspace safe and tidy.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Employee's Responsiveness - Measures responsiveness in
completing job tasks in a timely manner.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
B. EMPLOYEE STRENGTHS AND ACCOMPLISHMENTS: Include those which are relevant
during this evaluation period. This should be related to performance or behavioral
aspects you appreciated in their performance.
6. Job Performance Evaluation Form Page 6
C. PERFORMANCE AREAS WHICH NEED IMPROVEMENT:
D. PLAN OF ACTION TOWARD IMPROVED PERFORMANCE:
7. Job Performance Evaluation Form Page 7
E. EMPLOYEE COMMENTS:
F. JOB DESCRIPTION REVIEW SECTION: (Please check the appropriate box.)
Employee job description has been reviewed during this evaluation and no changes
have been made to the job description at this time.
Employee job description has been reviewed during this evaluation and modifications
have been proposed to the job description. The modified job description is attached to
this evaluation.
G. SIGNATURES:
Employee Date
(Signature does not necessarily denote agreement with official review and means only that theemployee was
given theopportunity to discuss theofficial review with thesupervisor.)
Evaluated by Date
Reviewed by Date
8. Job Performance Evaluation Form Page 8
II. Design engineer performance phrases
1.Attitude Performance Review Examples – design engineer
Positive review
Holly has one of those attitudes that is always positive. She frequently has a smile on her
face and you can tell she enjoys her job.
Greg is a cheerful guy who always makes you feel delighted when you’re around him.
We are fortunate to have Greg on our team.
Thom has an even demeanor through good times and bad. His constant cheer helps others
keep their “enthusiasm” – both positive and negative – in check.
Negative review
Jim frequently gives off “an air” of superiority to his coworkers. He is not approachable
and is rough to work with.
Bill has a dreadful outlook at times which has a tendency to bring down the entire team.
For the most part, Lenny is a personable guy, but when he gets upset, his attitude turns
shocking. Lenny needs to balance his personality out and not react so much to negative
events.
2.Creativity and Innovation Performance Review Phrases for design engineer
Positive review
Sally has a creative touch in a sometimes monotonous role within our team – the way she
adds inspiration to the day to day tasks she performs is admirable.
When a major problem arises, we frequently turn to Jon for his creativity in solving
problems. The way he can look at an issue from different sides is a great resource to our
team.
Whenever we need a fresh look at a problem, we know we can turn to Julia for a novel
perspective.
9. Job Performance Evaluation Form Page 9
Negative review
Paul’s team feels discouraged as he often “shoots down” creative ideas without any
explanation. Paul should be more willing to listen to ideas before he rejects them outright.
Jean does not tap into the creative side of her team and consistently overlooks the
innovate employees reporting to her.
Kevin has a difficult time thinking “outside of the box” and creating new and untested
solutions.
3.Performance review phrases for decision making – design engineer
Positive performance review phrases for decision making
A person with good decision-making skills should be a person:
• Be able to make sound fact-based judgments;
• Be able to work out multiple alternative solutions and determined the most suitable one;
• Be objective in considering a fact or situation;
• Be firm to not let the individual emotion and feeling affect on the made decision;
Negative performance review phrases for decision making
• Be hesitant in making decision and too much cautious in making the final decision which often
results in wrong decision;
• Apply complex and impractical approaches in solving problems;
• Fail to make a short-list of solutions recommended by direct units;
• Be paralyzed and confused when facing tight deadlines to make decisions;
4.Interpersonal Skills Performance ReviewPhrases – design engineer
Positive review
Ben has a natural rapport with people and does very well at communicating with others.
Sally has a knack for making people feel important when she speaks with them. This
translates into great opportunities for teamwork and connections to form.
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Jack makes people feel at home with him. His natural ability to work with people is a
great asset to our team.
Negative review
Tim does not understand how crucial good working relationships with fellow team
members are.
John has an excellent impression among the management team, yet his fellow team
members cannot stand working with him.
Paula seems to shrink when she’s around others and does not cultivate good relations
with her co-workers.
5.Problem Solving Skills Employee Evaluation Examples – design engineer
Positive review
Greg’s investigative skills has provided a key resource for a team focused on solving
glitches. His ability to quickly assess a problem and identify potential solutions is key to
his excellent performance.
Frank examines a problem and quickly identifies potential solutions – and then makes a
recommendation as to what solution to pursue.
Rachel understands the testing process and how to discover a solution to a particular
problem.
Negative review
Joan is poor at communicating problem status before it becomes a crisis.
Bill can offer up potential solutions to a problem, but struggles to identify the best
solution.
Unraveling a problem to discuss the core issues is a skill Janet lacks.
Peter resists further training in problem solving, believing he is proficient, yet lacking in
many areas.
In his technical role, we turn to James often to solve problems. He seems slow and
indecisive when presented with a major issue.
11. Job Performance Evaluation Form Page 11
6.Teamwork Skills Performance Appraisal Phrases – design engineer
Positive review
Harry manages his relationships with his coworkers, managers, and employees in a
professional manner.
Tom contributes to the success of the team on a regular basis.
Ben isn’t concerned about who gets the credit, just that the task gets accomplished.
Mary is a team player and understands how to help others in times of need.
Peter is the consummate team player.
Negative review
Bill does not assist his teammates as required.
Ryan holds on to too much and does not delegate to his team effectively.
Bryan focuses on getting his own work accomplished, but does not take the time to help
those members of his team who are struggling to keep up.
Peter was very good at teamwork when he was just a member of the team, now that he is
in a supervisory role, Peter has lost much of those teamwork skills.
Lyle works with the team well when his own projects are coming due and he needs help,
but once those are accomplished, he does not frequently help others on their projects.
12. Job Performance Evaluation Form Page 12
III.Top 12 methods for design engineer performance appraisal:
1.Management by Objectives (MBO) Method
This is one of the best methods for the judgment of an employee's performance, where the
managers and employees set a particular objective for employees and evaluate their performance
periodically. After the goal is achieved, the employees are also rewarded according to the results.
This performance appraisal method of management by objectives depends on accomplishing the
goal rather than how it is accomplished.
-----------------------------
MBO Features
MBO emphasizes participatively set goals that are tangible, verifiable and measurable.
MBO focuses attention on what must be accomplished (goals) rather than how it is to be
accomplished (methods).
MBO, by concentrating on key result areas translates the abstract philosophy of management
into concrete phraseology. The technique can be put to general use (non-specialist technique).
Further it is “a dynamic system which seeks to integrate the company's need to clarify and
achieve its profit and growth targets with the manager's need to contribute and develop
himself”.
MBO is a systematic and rational technique that allows management to attain maximum
results from available resources by focusing on achievable goals. It allows the subordinate
plenty of room to make creative decisions on his own.
-----------------------------
13. Job Performance Evaluation Form Page 13
2.Critical Incident Method
In this method, the manager writes down the positive and negative behavioral performance of the
employees. This is done throughout the performance period and the final report is submitted as
the assessment of the employees. This method helps employees in managing their performance
and improves the quality of their work.
-----------------------------
Disadvantages of critical Incident
This method suffers however from the following limitations:
• Critical incidents technique of evaluation is applied to evaluate the performance of superiors
rather than of peers of subordinates.
• Negative incidents may be more noticeable than positive incidents.
• It results in very close supervision which may not be liked by the employee.
• The recording of incidents may be a chore for the manager concerned, who may be too busy or
forget to do it.
• The supervisors have a tendency to unload a series of complaints about incidents during an
annual performance review session.
-----------------------------
3.Behaviorally Anchored Rating Scales (BARS)
The BARS method is used to describe a rating of the employee's performance which focuses on
the specific behavior as indicators of effective and ineffective performance. This method is
usually a combination of two other methods namely, the rating scale and critical incident
technique of employee evaluation.
-----------------------------
Rating scales for BARs
Each behavior can rate at one of 7 scales as follows (you can set scales depend on your
requirements)
• Extremely poor (1 points)
• Poor (2 points)
• Below average (3 points)
• Average (4 points)
• Above average (5 points)
• Good (6 points)
• Extremely good (7 points)
-----------------------------
4.Behavioral Observation Scales (BOS)
It is defined as the frequency rating of critical incidents which the employee has performed over
a specific duration in the organization. It was developed because methods like graphic rating
scales and behaviorally anchored rating scales (BARS) depend on vague judgments made by the
supervisors about employees.
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-----------------------------
5.360 Degree Performance Appraisal Method
The definition of this performance evaluation method is that, it is a system or process wherein
the employees receive some performance feedback examples, which are anonymous and
confidential from co-workers. This process is conducted by managers and subordinates who,
through 360 degrees, measure certain factors about the employees. These are behavior and
competence, skills such as listening, planning and goal-setting, teamwork, character, and
leadership effectiveness.
-----------------------------
Advantages of 360 degree appraisal
• Offer a more comprehensive view towards the performance of employees.
• Improve credibility of performance appraisal.
• Such colleague’s feedback will help strengthen self-development.
• Increases responsibilities of employees to their customers.
• The mix of ideas can give a more accurate assessment.
• Opinions gathered from lots of staff are sure to be more persuasive.
• Not only manager should make assessments on its staff performance but other colleagues
should do, too.
• People who undervalue themselves are often motivated by feedback from others.
• If more staff takes part in the process of performance appraisal, the organizational culture of the
company will become more honest.
-----------------------------
6.Checklist and Weighted Checklist Method
The checklist method comprises a list of set objectives and statements about the employee's
behavior. For example, leadership skills, on-time delivery, innovation, etc. If the appraiser
believes that the employee possesses the trait mentioned in the checklist, he puts a tick in front of
it. If he thinks the employee doesn't have a particular trait he will leave it blank and mentions
about it in the improvement column. Weighted checklist is a variation of the checklist method
where a value is allotted to each question. The value of each question can differ based on its
importance. The total score from the checklist is taken into consideration for evaluating the
employee's performance. It poses a strong threat of bias on the appraiser's end. Though this
method is highly time-consuming and complex, it is widely used for performance evaluation.
-----------------------------
Advantages and disadvantages of weighted checklist
• This method help the manager in evaluation of the performance of the employee.
• The rater may be biased in distinguishing the positive and negative questions. He may assign
biased weights to the questions.
• This method also is expensive and time consuming.
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• It becomes difficult for the manager to assemble, analyze and weigh a number of statements
about the employee’s characteristics, contributions and behaviors.
-----------------------------
7.Graphic Rating Scale Method
Graphic rating scale is one of the most frequently used performance evaluation methods. A
simple printed form enlists the traits of the employees required for completing the task
efficiently. They are then rated based on the degree to which an employee represents a particular
trait that affects the quantity and quality of work. A rating scale is adopted and implemented for
judging each trait of the employee. The merit of using this method is that it is easy to calculate
the rating. However, a major drawback of this method is that each characteristic is given equal
weight and the evaluation may be subjective.
-----------------------------
Advantages and Disadvantage of the rating scales
Advantages of the rating scales
• Graphic rating scales are less time consuming to develop.
• They also allow for quantitative comparison.
Disadvantages of the rating scales
• Different supervisors will use the same graphic scales in slightly different ways.
• One way to get around the ambiguity inherent in graphic rating scales is to use behavior based
scales, in which specific work related behaviors are assessed.
• More validity comparing workers ratings from a single supervisor than comparing two workers
who were rated by different supervisors.
-----------------------------
8.Comparative Evaluation Method
Two ways are used to make a comparative evaluation, namely, the simple ranking method and
the paired comparison method. In the simple or straight ranking method the employee is rated by
the evaluator on a scale of best to worst. However, the evaluator may be biased and may not
judge the overall performance effectively in the absence of fixed criteria. This kind of evaluation
may be more opinion-based than fact-based.
Under the paired comparison method, the overall performance of one individual is directly
compared with that of the other on the basis of a common criterion. This comparison is all
evasive and not job-specific. While some employees emerge as clear front runners, there are
others who seem to be lagging behind. This is not a popular evaluation system as employers do
not want to encourage discrimination. This is useful in companies which have a limited number
of promotions or funds.
-----------------------------
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Steps to conduct paired comparison analysis
• List the options you will compare (elements as A, B, C, D, E for example).
• Create a table 6 rows and 7 column.
• Write down option to column and row; A to row second, cell first from left and A to row first,
cell second from left; B to row third, cell first from left and B to row first, cell third from left etc;
column seventh is total point.
• Identify importance from 0 (no difference) to 3 (major difference).
• Compare element “A” to B, C, D, E and place “point” at each cell.
• Finally, consolidate the results by adding up the total of all the values for each of the options.
You may want to convert these values into a percentage of the total score.
-----------------------------
9.Forced Choice Method
In this method, the appraiser is asked to choose from two pairing statements which may appear
equally positive and negative. However, the statements dictate the performance of the employee.
An excellent example of this can be "works harder" and "works smarter". The appraiser selects a
statement without having knowledge of the favorable or the unfavorable one. This method works
in companies where the appraiser shows a tendency to under-evaluate or over-evaluate the
employees. Also, it is very costly to implement and does not serve the purpose of developing the
employees. It can also frustrate the appraiser as he does not know which is the right option.
-----------------------------
10.Forced Distribution Method
In this method, the appraiser rates employees according to a specific distribution. For example,
out of a set of 5 employees, 2 will get evaluated as high, 2 will get evaluated as average while 1
will be in the low category. This method has several benefits as it tries to eliminate the leniency
and central tendency of the appraiser. However, its biggest drawback is the fact that it
encourages discrimination among the employees. Another major problem with this method is
that it dictates that there will be forced distribution of grades even when all the employees are
doing a good job.
-----------------------------
Advantages and disadvantages of forced Ranking
Advantages:
• They force reluctant managers to make difficult decisions and identify the most and least
talented members of the work group.
• They create and sustain a high performance culture in which the workforce continuously
improves.
Disadvantages
• They increase unhealthy cut-throat competitiveness;
• They discourage collaboration and teamwork;
• They harm morale;
• They are legally suspect giving rise to age discrimination cases.
17. Job Performance Evaluation Form Page 17
-----------------------------
11.Essay Evaluation Method
In the essay method of evaluation the appraiser writes an elaborate statement about the employee
who is being evaluated. He mentions the employee's strengths and weaknesses. He also suggests
ways to improve his performance and appreciates the good qualities. This essay can be prepared
by the appraiser alone or together with the employee. As the criteria for evaluation is not defined,
it helps the appraiser to focus on the areas that actually need improvement. This open-ended
method accords flexibility and eliminates rigidity which is observed in criteria-driven
evaluations. However, it is a highly time-consuming and subjective method, and may not
necessarily work for the benefit of the organization.
-----------------------------
Essay evaluation is a non-quantitative technique
This method is advantageous in at least one sense, i.e., the essay provides a good deal of
information about the employee and also reveals more about the evaluator. The essay evaluation
method however, suffers from the following limitations:
It is highly subjective; the supervisor may write a biased essay. The employees who are
sycophants will be evaluated more favorably then other employees.
Some evaluators may be poor in writing essays on employee performance. Others may be
superficial in explanation and use flowery language which may not reflect the actual
performance of the employee. It is very difficult to find effective writers nowadays.
The appraiser is required to find time to prepare the essay. A busy appraiser may write the
essay hurriedly without properly assessing the actual performance of the worker. On the other
hand, appraiser takes a long time, this becomes uneconomical from the view point of the firm,
because the time of the evaluator (supervisor) is costly.
12.Performance Test and Observation Method
This method deals with testing the knowledge or skills of the employees. It can be implemented
in the form of a written test or can be based on the actual presentation of skills. The test must be
conceived by the human resources department and conducted by a reliable evaluator who has in-
depth knowledge about the field of the test. There can be bias if the performance is evaluated on
the presentation of skills. However, a written test can be a reliable yardstick to measure the
knowledge. Tests will also enable the management to check the potential of employees.
However, if the human resources department decides to outsource the compilation of the test, it
may incur additional cost for the organization.
18. Job Performance Evaluation Form Page 18
Fields/positions related to performance appraisal:
The above performance appraisal can be used for fields as:
construction, manufacturing, healthcare, non profit, advertising, agile, architecture, automotive,
agency, budget, building, business development, consulting, communication, clinical research,
design, software development, product development, interior design, web development,
engineering, education, events, electrical, exhibition, energy, ngo, finance, fashion, green card,
oil gas, hospital, it, marketing, media, mining, nhs, non technical, oil and gas, offshore,
pharmaceutical, real estate, retail, research, human resources, telecommunications, technology,
technical, senior, digital, software, web, clinical, hr, infrastructure, business, erp, creative, ict,
hvac, sales, quality management, uk, implementation, network, operations, architectural,
environmental, crm, website, interactive, security, supply chain, logistics, training, project
management, administrative management…
The above performance appraisal also can be used for job title levels:
entry level, junior, senior, assistant, associate, administrator, clerk, coordinator, consultant,
controller, director, engineer, executive, leader, manager, officer, specialist, supervisor, VP…