This document discusses performance evaluation and measurement in organizations. It begins by defining key terms like evaluation, appraisal, promotion, and management performance. It then discusses the history and benefits of performance appraisal, including controlling productivity, employee growth, and motivation. The document outlines considerations for choosing an appraisal system, like who will appraise whom, and discusses methods like essays, critical incidents, standards, and management by objectives. Finally, it summarizes various appraisal methods like checklists, rating scales, rankings, team assessments, and tying appraisal to compensation. The overall message is that no single method is best and planning is important.

1. Performance
Evaluation and
Measurement Research
The Infrastructure of Improvement and Change

2. KEVIN CONRAD T. TANSIONGCO, RL.
MASTER OF LIBRARY AND INFORMATION SCIENCE (MLIS)
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3. Guiding Questions
3

4. 1. Why do we appraise and manage
performance?
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5. 2. What to consider in choosing a
development and appraisal system?
5

6. 3. How to conduct appraisal?
4. What are the performance
evaluation/appraisal methods that can be
used?
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7. “ People don’t get promoted for
doing their jobs really well, they get
promoted by demonstrating their
potential to do more.
-Tara Jaye Frank-

8. BIG CONCEPTS
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Evaluation
Appraisal
Promotion
Management Performance

9. Evaluation
the making of a
judgment about the
amount, number, or
value of something;
assessment.
Appraisal
an act of assessing
something or someone.
Definition of Terms
Promotion
the action of raising someone to a higher
position or rank or the fact of being so raised.
Management
the process of dealing with or controlling
things or people.
Performance
the action or process of carrying out or
accomplishing an action, task, or function.
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10. Why do we appraise
and manage
performance?
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11. Background of Performance Evaluation/Appraisal
Background
▸ Third Century A.D in
China.
▸ 1940 in the US
▸ US Military in WWII
▸ 1960’s 60% of the
organizations in the
US.
▸ MBO of Peter Drucker
▸ Theory X and Y
▸ Civil Rights Act
of 1964
▸ 1970’s legal
concerns/issues
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12. Benefits about Performance Appraisal
✓ The process is essential to
good management.
✓ The process is natural or normal.
✓ The process is the only reasonable
method available for assuring at
least minimal performance.
✓ The process is the only valid basis for
granting or withdrawing employee
economic benefits.
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13. Benefits about Performance Appraisal
✓The process is the primary
means of maintaining
control of staff productivity.
✓The process is essential for the
growth and well-being of the
individual employee.
✓The process is an important element in an effective
system of motivation.
✓The process is essential in work orientation
programs.
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14. Benefits about Performance Appraisal
✓The process is or can be an
objective assessment of an
individual’s strengths and
weaknesses.
✓The process is primarily directed
toward the subordinate.
✓The process is continuous and reflects a
careful analysis of the individual’s
daily performance.
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15. Benefits about Performance Appraisal
✓The process is equally effective
whether carried out by a
supervisor or the employee’s
peers.
✓The process is concerned with all
aspects of an individual’s work,
not just the performance of assigned
duties.
✓The process is useful in assessing an
employee’s future and potential progress
in the organization.
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16. Benefits about Performance Appraisal
✓The process is essential in planning
organizational personnel needs
for the present and the
immediate future.
✓The process is important in counselling and
suggesting areas of improvement that
the individual should achieve if the
individual hopes to gain more
responsible positions either in the
organization of outside it.
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17. Seven Broad Categories of use
of Performance
Evaluation/Appraisal
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18. Use of Performance Evaluation/Appraisal
CounsellingCompensation
Staffing
Requirement
Planning
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Training and
Development Promotion
Retention/
Discharge
Validation of
Selection
Techniques

19. What to consider in
choosing a development
and appraisal system?
19

20. Who appraises whom?
Immediate
Supervisors
(typical)
Supervisor’s
supervisor
(common at least in review
capacity)
Peers/coworket
Team/matrix settings)
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Self Appraisal
(seldom the sole method)
Subordinates
(somewhat are)
Internal and external
“customers”
(not very common except for
promotions)
Independent trained observers
(rarely used except for senior managers)

21. Advantages of different appraisers
Immediate
Supervisor
Has the most direct
knowledge of
subordinate’s
performance, unless
there is no supervisor.
Supervisor’s
Supervisor
The next level
supervisor will have a
broader perspective
than immediate
supervisors and may
have knowledge of
performance issues
beyond the immediate
unit.
Peer Assessment
Is essential in team
settings if the appraisal
is to reflect accurately
individual performance.
Team members,
including the leader,
are in the best position
to know who does what
and how well within the
team.
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22. Advantages of different appraisers
Self-Appraisal
Is, or should be, based
on the most complete
knowledge of
performance; however,
the person may not
have an accurate
picture about the
outcome(s) of that
performance.
Subordinate’s
Assessment
Such appraisals are
valid as the number of
people making an
assessment; that is the
greater the number of
people doing the rating
the greater the validity.
Customer
Appraisals
Not that it is not used
when data is available,
but rather the point is
few of us seek out
such information
except in rare
instances.
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Trained Observers
Has limited but
nonetheless valuable
contributions to make
to the appraisal
process.

23. Performance Standard
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It is an evaluation “yardstick” that
identifies acceptable and unacceptable
ranges of behavior, activity, events,
beliefs, and so forth, that are of
concern to a work unit/organization.

24. What are some possible “realistic goals”?
Acquisition Units
▸ No budget overage
and less than 1.5%
underspent
▸ Orders placed
within 48 hours of
receipt
▸ Invoices processed
within 2 working
days
▸ No more than 2%
duplication rate
Serial Units
▸ Incoming serials
checked-in w/in 24
hours of receipt
▸ Missing issues
claimed w/in 7
working days of due
date
▸ 90% of completed
vols sent to the
bindery w/in 20
working days, if
budget allows.
Cataloging Units
▸ Copyloging
materials, shelf
ready w/in 45 days
of receipt
▸ 97% of withdrawals
processed w/in 24
hours
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25. What are some possible “realistic goals”?
Circulation Units
▸ Returned items are
processed and re-
shelved within 72
hrs
▸ Shelves are “read”
at least once in
every 6 mos.
▸ Users receive a
status report on a
“missing” item w/in
72 hrs. of receipt
Reference Units
▸ Telephone questions
have a response w/in
of receipt
▸ Email questions have
at least an
acknowledgement of
receipt w/in 1 hr.
during service
periods.
▸ Updated versions of
eResources will be
installed w/in 24 hrs
of receipt
Other Units
▸ Written complaints
will have a response
w/in 24 hours of
receipt
▸ Reserve materials
will be processed
w/in 18 hrs. of
receipt of
request/material
▸ Document delivery
status report will go
to the requester w/in
72 hrs.
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26. Career path differences
Within libraries, there are usually a minimum of three
categories of employees (full-time professional and support
staff and part-time staff), and in larger libraries there can be a
surprising number.
For performance evaluation/appraisal to be effective,
there need to be different formats.
Example: Career path and expectations for a professional
librarian is very different from that of a computer system
specialist.
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27. Monitoring, Mentoring and Coaching
Monitoring
Is observing and
assessing that
performance
against the
performance
standards.
Mentoring
Is advising; though
it generally
focuses on
performance, it
can and should
also concern
career
development
beyond
immediate.
Coaching
Is teaching,
correcting, and
showing how to
achieve
performance
standards.
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28. How to conduct
appraisal?
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29. Planning Review Sessions
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Raters should carefully plan the
evaluation meeting, keeping several
points in mind.

30. Planning Review Sessions
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The session should have limited objectives; it
should be controlled by the rater rather than
the ratee; it should be a two way process
with equal listening time for both parties; it
should include a planned strategy for
attaining the objectives; and finally, it should
be part of an ongoing process.

31. Conducting the Appraisal
“Completing the process” and getting it done
properly are more complex than it may seem. There are
many places where one can slip-up from failing to plan a
session through mishandling a ratee’s concern about an
evaluation as well as otherwise missing apparently
straightforward steps.
Even positive appraisals can, under certain
circumstances, lead to legal action.
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32. What are the performance
evaluation/appraisal
methods that can be used?
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33. Outcome-Oriented Methods
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Essays/Narratives
Critical Incidents
Direct Index
Standards Performance
Management By Objective

34. 34
Essays/Narrative Critical Incidents
The focus shifts from overall
performance to one or more
activities in which the ratee was
particularly successful or
unsuccessful.
Direct Index
Only concern is with identifiable
outputs. Output measure.
Example: Cataloging Filipinian
materials at the same time handles
reference query. Evaluation will be
based in every output made.

35. 35
Standard Performance
Management By
Objective (MBO)
At least in its purest
form, requires the careful
defining of goals,
objectives, and priorities
in a three- layered
approach.

36. Scaling Methods
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Weighted Checklists
Graphic Rating Scales
Behaviorally Anchored Rating Scales

37. 37
Weighted Checklist
Graphic Rating Scales

38. 38
Behaviorally Anchored Rating Scales

39. Ranking Methods
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Paired Comparison

40. 40

41. Team Methods
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Team Assessment

42. 42

43. Manager/Executive Appraisal
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360 Degree Assessment

44. 44

45. Tying Methods Together
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Pay for Performance

46. 46

47. “ TAKE NOTE!
No BEST Performance
Evaluation/Appraisal Method!

48. 48
THANKS!
Any questions?
You can find me at kevinconradtansiongco@gmail.com