This document provides information and resources for evaluating the performance of a professor assistant, including:
1. A sample job performance evaluation form with ratings, factors to evaluate, 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 performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback.
The document provides an overview of a project report on studying human resource management practices at Tata Steel Ltd. in Jamshedpur, India. It includes an acknowledgement section thanking various individuals for their support and guidance. It outlines the objectives of studying HR practices at major steel companies to identify critical success factors and risks. The report will help Tata Steel analyze its strategies and address weaknesses to maintain its reputation and market share. It presents the table of contents of the report which covers various aspects of HR like job analysis, recruitment, compensation, training, and challenges faced.
This document provides an introduction to health and safety in the workplace. It defines safety as the absence of accidents and discusses the need for safety to protect workers. It outlines the types of accidents that can occur and explains what health means in an occupational context. The document also discusses identifying hazards, management commitment to health and safety, and statutory provisions around health and safety in India. It provides an overview of building an effective health and safety management system and the importance of a health and safety program.
Human resources administrator performance appraisalpetermiken89
This document provides information and resources for conducting a human resources administrator's performance evaluation, including:
1. A sample performance evaluation form with rating scales for evaluating an administrator across various job duties and skills.
2. Links to free eBooks and resources on performance appraisal best practices, including phrases, forms, and tips.
3. An overview of the top 12 performance appraisal methods for human resources administrators, such as management by objectives, critical incident reporting, behaviorally anchored rating scales, and 360-degree/multi-rater feedback.
The goal is to help human resources professionals structure an effective performance review process for their own role through standardized forms, rating criteria, and proven appraisal techniques.
The document provides details about a project report submitted by LLLL MMMMM for the partial fulfillment of a Master of Management Studies degree from the University of Mumbai. The project focuses on human resources recruitment and was conducted under the guidance of Prof. SSSSS at the College of Management, KKKKKK (East) during the 2012-2013 academic year. The document includes declarations, certificates, acknowledgements, and an index of the contents of the full project report.
(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 an overview of a project report on studying human resource management practices at Tata Steel Ltd. in Jamshedpur, India. It includes an acknowledgement section thanking various individuals for their support and guidance. It outlines the objectives of studying HR practices at major steel companies to identify critical success factors and risks. The report will help Tata Steel analyze its strategies and address weaknesses to maintain its reputation and market share. It presents the table of contents of the report which covers various aspects of HR like job analysis, recruitment, compensation, training, and challenges faced.
This document provides an introduction to health and safety in the workplace. It defines safety as the absence of accidents and discusses the need for safety to protect workers. It outlines the types of accidents that can occur and explains what health means in an occupational context. The document also discusses identifying hazards, management commitment to health and safety, and statutory provisions around health and safety in India. It provides an overview of building an effective health and safety management system and the importance of a health and safety program.
Human resources administrator performance appraisalpetermiken89
This document provides information and resources for conducting a human resources administrator's performance evaluation, including:
1. A sample performance evaluation form with rating scales for evaluating an administrator across various job duties and skills.
2. Links to free eBooks and resources on performance appraisal best practices, including phrases, forms, and tips.
3. An overview of the top 12 performance appraisal methods for human resources administrators, such as management by objectives, critical incident reporting, behaviorally anchored rating scales, and 360-degree/multi-rater feedback.
The goal is to help human resources professionals structure an effective performance review process for their own role through standardized forms, rating criteria, and proven appraisal techniques.
The document provides details about a project report submitted by LLLL MMMMM for the partial fulfillment of a Master of Management Studies degree from the University of Mumbai. The project focuses on human resources recruitment and was conducted under the guidance of Prof. SSSSS at the College of Management, KKKKKK (East) during the 2012-2013 academic year. The document includes declarations, certificates, acknowledgements, and an index of the contents of the full project report.
(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.
Changing Role Of Human Resource ManagementMADAN PANDIA
The document discusses the evolving roles and responsibilities of HR professionals. It outlines key areas such as internal processes, employee engagement, supporting business needs, and customer satisfaction. It also notes the changing dynamics in companies and the need for HR to take on more strategic roles. Some emerging roles for HR professionals mentioned are human capital developer, functional expert, employee advocate, and strategic partner.
This document contains materials for evaluating the job performance of a clerical officer, including:
1) A 4-page performance evaluation form with ratings for various job duties and an overall performance rating.
2) Links to additional online resources for performance appraisals, including sample forms, methods, key performance indicators (KPIs), and tips for self-appraisals.
3) A description of common phrases used in performance reviews to describe both positive and negative attributes relating to attitude, creativity, decision-making, and other skills for clerical officers.
This document provides information and resources for evaluating the job performance of an electrical engineer, including:
1. Sample evaluation forms for rating an electrical engineer's performance, with factors like skills, teamwork, decision-making, and a overall performance rating.
2. Links to free eBooks and resources on performance appraisal phrases, forms, key performance indicators, and tips for writing self-appraisals.
3. Details of common performance appraisal methods that can be used to evaluate an electrical engineer, such as management by objectives, critical incidents, behaviorally anchored rating scales, and 360-degree/multi-rater feedback.
This document discusses the key functions of human resource management including planning, organizing, directing, and controlling personnel. It outlines the managerial functions of recruitment, training and development, remuneration, motivation, and maintaining employee records. Finally, it mentions the importance of industrial relations and ensuring proper separation from employees when they leave the organization.
Recruitment selection training and development Tanujacappi
The document discusses recruitment, selection, training and development in the pharmaceutical industry. It covers the processes of recruitment including sources of recruitment and the recruitment policy. Selection methods like interviews and tests are explained. Training and development benefits both the organization and individuals. A case study on HR recruitment and selection at Elgin Pharmaceutical is presented, identifying issues with their current over-reliance on waiting lists and standardized tests and interviews. The company's strategy is to retain employees long-term while maintaining reputation and motivation.
The document discusses barriers to taking a strategic approach to human resource (HR) management, including a short-term focus, inability of HR to think strategically, and difficulty quantifying HR outcomes. It outlines how effective strategic HR management can lead to increased customer and employee satisfaction, performance, and shareholder value through cost-effective utilization of employees and integrated HR programs aligned with corporate strategy. Finally, it compares traditional, transactional HR roles to more strategic, transformational roles focused on organizational missions and processes rather than individual employees.
This document provides a project report on the HR policies and their implementation at Deepak Nitrite Limited. It begins with an introduction to the topic and objectives of studying the company's HR policies. It then discusses the research methodology used involving data collection, sampling and hypotheses. The main body of the report analyzes the key HR policies at Deepak Nitrite Ltd and presents data analysis and interpretations. It concludes with suggestions and recommendations. The company is described as a leading manufacturer of organic, inorganic, fine and specialty chemicals with five manufacturing facilities in India and a focus on quality, innovation and customer satisfaction.
This curriculum vitae is for Mohamed Aboobakkar Sidi, an electrical and electronics engineer from India currently working in Dubai. He has work experience as an electrical engineer in Dubai since 2014 and in India from 2013 to 2014. He completed his Bachelor's degree in Electrical and Electronics Engineering from Anna University in India. His roles and responsibilities include overseeing electrical and mechanical works, ensuring works meet specifications, and coordinating with other personnel.
This document outlines key performance indicators and targets for an organization's human resources department for the year 2009. It includes metrics such as reducing recruitment lead times, increasing the percentage of recruitments closed within target timelines, improving employee satisfaction levels, developing competency mapping, retaining high-potential employees, implementing new HR policies and benefits, and enhancing productivity and efficiency. The targets are divided into upper and lower thresholds to be achieved on a periodic basis throughout the year.
The report provides details of Avinash Juriani's 2 month industrial training at the Machinery Division of Jindal Steel & Power Limited in Raipur, India. It acknowledges those who supported and guided the training, and includes sections on the vision, policies, facilities and manufacturing processes at JSPL's Machinery Division, which produces critical equipment for industries such as steel, power, cement and petrochemicals. The training covered areas such as fabrication, machining, casting, assembly and quality assurance.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
This document contains materials for evaluating the job performance of a dispatch manager, including:
1) A 4-page performance evaluation form with ratings scales for evaluating various performance factors and goals.
2) Links to additional online resources for performance appraisals, including sample phrases, forms, and guides.
3) Examples of performance review phrases for evaluating a dispatch manager's attitude, creativity/innovation, and decision-making skills.
The evaluation form and supplemental materials provide a framework and language for comprehensively assessing a dispatch manager's performance.
Nishad D. Parmar is seeking a challenging opportunity that allows him to contribute to an organization's development and his own personal growth. He has an MBA and a bachelor's degree in mechanical engineering. His experience includes project work at a pharmaceutical company and administrative roles at a glass manufacturing company. He has skills in areas like project management, quality engineering, and production management.
Annual business plan hr template : play this in slide show modeVipul Saxena
This is the Template which can be used for presenting Annual Business Plan for HR Deptt.
I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts
Hema Ravichandar is a successful Indian HR professional who had a 13-year career at Infosys, where she oversaw major growth in recruiting. She introduced innovative HR practices that helped Infosys recruit over 40,000 employees and establish itself as a top employer. Ravichandar now works as an independent consultant, advising global companies on change management and HR process reengineering. She has received several awards recognizing her contributions to the fields of HR and technology.
The teaching portfolio for improvement and assessment of teaching performanceWSSU CETL
What is a teaching portfolio? A primer, by John Zubizarreta.
The intentional focus on reflective practice produces better teaching and learning and better cooperation and communication among faculty and administrators.
A serviceable portfolio is not a one-time effort but a concentrated document that records progressive levels of achievement and sets the stage for specific goals.
Excerpt from a letter of recommendation by DrJohn Harvey
Dr. Richard Janikowski provides a glowing recommendation of John Harvey for the position of Deputy Director. Over the past 5 years, Dr. Janikowski has worked closely with Mr. Harvey on developing the Memphis Police Department's innovative Real Time Crime Center and data-driven policing strategies. Mr. Harvey has demonstrated exceptional technical skills, programing ability, and critical thinking in developing numerous applications that have enhanced MPD's operations and engagement with the community. Dr. Janikowski emphasizes that Mr. Harvey's experience and technical expertise have been instrumental in making the Real Time Crime Center a national model that has significantly increased public safety. He strongly recommends Mr. Harvey as an outstanding candidate who will be a major asset to any organization.
Changing Role Of Human Resource ManagementMADAN PANDIA
The document discusses the evolving roles and responsibilities of HR professionals. It outlines key areas such as internal processes, employee engagement, supporting business needs, and customer satisfaction. It also notes the changing dynamics in companies and the need for HR to take on more strategic roles. Some emerging roles for HR professionals mentioned are human capital developer, functional expert, employee advocate, and strategic partner.
This document contains materials for evaluating the job performance of a clerical officer, including:
1) A 4-page performance evaluation form with ratings for various job duties and an overall performance rating.
2) Links to additional online resources for performance appraisals, including sample forms, methods, key performance indicators (KPIs), and tips for self-appraisals.
3) A description of common phrases used in performance reviews to describe both positive and negative attributes relating to attitude, creativity, decision-making, and other skills for clerical officers.
This document provides information and resources for evaluating the job performance of an electrical engineer, including:
1. Sample evaluation forms for rating an electrical engineer's performance, with factors like skills, teamwork, decision-making, and a overall performance rating.
2. Links to free eBooks and resources on performance appraisal phrases, forms, key performance indicators, and tips for writing self-appraisals.
3. Details of common performance appraisal methods that can be used to evaluate an electrical engineer, such as management by objectives, critical incidents, behaviorally anchored rating scales, and 360-degree/multi-rater feedback.
This document discusses the key functions of human resource management including planning, organizing, directing, and controlling personnel. It outlines the managerial functions of recruitment, training and development, remuneration, motivation, and maintaining employee records. Finally, it mentions the importance of industrial relations and ensuring proper separation from employees when they leave the organization.
Recruitment selection training and development Tanujacappi
The document discusses recruitment, selection, training and development in the pharmaceutical industry. It covers the processes of recruitment including sources of recruitment and the recruitment policy. Selection methods like interviews and tests are explained. Training and development benefits both the organization and individuals. A case study on HR recruitment and selection at Elgin Pharmaceutical is presented, identifying issues with their current over-reliance on waiting lists and standardized tests and interviews. The company's strategy is to retain employees long-term while maintaining reputation and motivation.
The document discusses barriers to taking a strategic approach to human resource (HR) management, including a short-term focus, inability of HR to think strategically, and difficulty quantifying HR outcomes. It outlines how effective strategic HR management can lead to increased customer and employee satisfaction, performance, and shareholder value through cost-effective utilization of employees and integrated HR programs aligned with corporate strategy. Finally, it compares traditional, transactional HR roles to more strategic, transformational roles focused on organizational missions and processes rather than individual employees.
This document provides a project report on the HR policies and their implementation at Deepak Nitrite Limited. It begins with an introduction to the topic and objectives of studying the company's HR policies. It then discusses the research methodology used involving data collection, sampling and hypotheses. The main body of the report analyzes the key HR policies at Deepak Nitrite Ltd and presents data analysis and interpretations. It concludes with suggestions and recommendations. The company is described as a leading manufacturer of organic, inorganic, fine and specialty chemicals with five manufacturing facilities in India and a focus on quality, innovation and customer satisfaction.
This curriculum vitae is for Mohamed Aboobakkar Sidi, an electrical and electronics engineer from India currently working in Dubai. He has work experience as an electrical engineer in Dubai since 2014 and in India from 2013 to 2014. He completed his Bachelor's degree in Electrical and Electronics Engineering from Anna University in India. His roles and responsibilities include overseeing electrical and mechanical works, ensuring works meet specifications, and coordinating with other personnel.
This document outlines key performance indicators and targets for an organization's human resources department for the year 2009. It includes metrics such as reducing recruitment lead times, increasing the percentage of recruitments closed within target timelines, improving employee satisfaction levels, developing competency mapping, retaining high-potential employees, implementing new HR policies and benefits, and enhancing productivity and efficiency. The targets are divided into upper and lower thresholds to be achieved on a periodic basis throughout the year.
The report provides details of Avinash Juriani's 2 month industrial training at the Machinery Division of Jindal Steel & Power Limited in Raipur, India. It acknowledges those who supported and guided the training, and includes sections on the vision, policies, facilities and manufacturing processes at JSPL's Machinery Division, which produces critical equipment for industries such as steel, power, cement and petrochemicals. The training covered areas such as fabrication, machining, casting, assembly and quality assurance.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
This document contains materials for evaluating the job performance of a dispatch manager, including:
1) A 4-page performance evaluation form with ratings scales for evaluating various performance factors and goals.
2) Links to additional online resources for performance appraisals, including sample phrases, forms, and guides.
3) Examples of performance review phrases for evaluating a dispatch manager's attitude, creativity/innovation, and decision-making skills.
The evaluation form and supplemental materials provide a framework and language for comprehensively assessing a dispatch manager's performance.
Nishad D. Parmar is seeking a challenging opportunity that allows him to contribute to an organization's development and his own personal growth. He has an MBA and a bachelor's degree in mechanical engineering. His experience includes project work at a pharmaceutical company and administrative roles at a glass manufacturing company. He has skills in areas like project management, quality engineering, and production management.
Annual business plan hr template : play this in slide show modeVipul Saxena
This is the Template which can be used for presenting Annual Business Plan for HR Deptt.
I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts
Hema Ravichandar is a successful Indian HR professional who had a 13-year career at Infosys, where she oversaw major growth in recruiting. She introduced innovative HR practices that helped Infosys recruit over 40,000 employees and establish itself as a top employer. Ravichandar now works as an independent consultant, advising global companies on change management and HR process reengineering. She has received several awards recognizing her contributions to the fields of HR and technology.
The teaching portfolio for improvement and assessment of teaching performanceWSSU CETL
What is a teaching portfolio? A primer, by John Zubizarreta.
The intentional focus on reflective practice produces better teaching and learning and better cooperation and communication among faculty and administrators.
A serviceable portfolio is not a one-time effort but a concentrated document that records progressive levels of achievement and sets the stage for specific goals.
Excerpt from a letter of recommendation by DrJohn Harvey
Dr. Richard Janikowski provides a glowing recommendation of John Harvey for the position of Deputy Director. Over the past 5 years, Dr. Janikowski has worked closely with Mr. Harvey on developing the Memphis Police Department's innovative Real Time Crime Center and data-driven policing strategies. Mr. Harvey has demonstrated exceptional technical skills, programing ability, and critical thinking in developing numerous applications that have enhanced MPD's operations and engagement with the community. Dr. Janikowski emphasizes that Mr. Harvey's experience and technical expertise have been instrumental in making the Real Time Crime Center a national model that has significantly increased public safety. He strongly recommends Mr. Harvey as an outstanding candidate who will be a major asset to any organization.
The Teaching Portfolio: A Tool for Self-Assessment, Development, and Communit...juliafee
The document discusses using a teaching portfolio as a tool for self-assessment, development, and community building among educators. It promotes reflective practice, where teaching is viewed as a learning experience, and encourages teachers to reflect on their effectiveness, ideas, and strategies. The teaching portfolio helps foster discussion in the teaching community by prompting reflection on successes, failures, and ways to improve teaching approaches and activities.
This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
QuickTime and an H.263 decompressor are needed to view the picture. This summary indicates that the document discusses a picture that requires QuickTime and an H.263 decompressor to be viewed.
1. The document discusses competency-based human resource management (HRM) frameworks, where competencies form the basis for all HR functions and link individual performance to business results.
2. Key aspects include defining competencies, identifying competencies required for jobs, and using competencies in recruitment, training, performance management, and career development.
3. Competency frameworks assess behaviors rather than just skills and knowledge, allow distinguishing outstanding from adequate performance, and facilitate transferring abilities across areas.
The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
In this presentation, we will discuss the Human Resource Development and how it functions to improve the utilization value of work force to increase professional efficiency and task delivery.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The document provides an introduction to human resource development (HRD). It discusses why HRD is essential due to changing organizational needs and a shifting focus to developing employees. HRD involves helping employees develop skills through training, feedback, and career development opportunities to accomplish work goals and support the organization's strategy. The core of HRD is developing human potential to maximize individual and business success.
This document discusses competency mapping. It defines competency mapping as evaluating an individual worker's strengths. It involves measuring an individual's competency in each skill against a performance standard. Competencies include skills, knowledge, behaviors, and motives. Competency mapping is useful for training and development, recruitment and selection, replacement planning, compensation, performance appraisal, and succession planning. It involves job analysis, competency-based job descriptions, performance evaluations, and identifying training needs. Methods for competency mapping include behavioral interviews, competency questionnaires, expert panels, and 360 degree appraisals. Competencies can then be implemented for recruitment, training, career planning, rewards, and performance.
Competency mapping involves determining the skills, knowledge, and behaviors required for a job role. It creates an accurate job profile used for selecting, recruiting, and retaining employees. Competency mapping identifies key attributes for each position through job analysis and behavioral interviews. It allows organizations to focus on core competencies, manage time effectively, and build competitive advantages. Competency mapping aids recruitment, performance appraisal, training, development, and pay systems.
Human resource development (HRD) involves developing the competencies of employees through processes like training, performance appraisal, and organization development. This enables people to perform their jobs better and helps the organization achieve its goals. HRD is a planned and continuous process that facilitates competency development at the individual, group, and organizational levels. The ultimate aim of HRD is to contribute to the well-being, motivation, and pride of employees while also meeting the needs of the organization.
This document is a portfolio created by Orly Abellanosa for her practice teaching. It includes:
- Reflections on her readiness and preparation to teach students.
- Notes about her first experiences at her cooperating school and interactions with her cooperating teacher and students.
- A case study of a teenage student who became pregnant and how it affected her school performance and experience.
This survey aims to gather employee feedback about their organization's work culture in order to help improve practices related to employee health, harmony, and work experience. The survey contains questions about communication, teamwork, job factors, work conditions, compensation, and overall satisfaction. It asks for demographic information and uses a scale to rate agreement with statements about various aspects of organizational culture. The purpose is to help both a report on HR's role in culture as well as help the HR department understand employee needs and wants.
This document provides information and resources for evaluating the performance of a learning advisor. It includes a sample job performance evaluation form with multiple pages covering: performance planning and results, rating performance factors, employee strengths and areas for improvement, a job description review, and signatures. It also provides examples of performance review phrases for evaluating different skills and behaviors of a learning advisor such as attitude, creativity, decision-making, interpersonal skills, problem-solving, and teamwork. Finally, it outlines the top 12 methods that can be used for a learning advisor's performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback.
This document provides information and resources for evaluating the performance of an education facilitator. It includes:
1. A sample job performance evaluation form with sections for reviewing performance factors, strengths/accomplishments, areas for improvement, and signatures.
2. Examples of performance review phrases for an education facilitator's attitude, creativity, decision-making, interpersonal skills, and problem-solving.
3. An overview of the top 12 methods for performing an education facilitator's performance appraisal, including Management by Objectives, Critical Incident Method, Behaviorally Anchored Rating Scales, and 360 Degree Feedback.
Dean of instruction performance appraisalgarymobile15
This document contains materials for evaluating the performance of a dean of instruction, including:
1) A job performance evaluation form with ratings definitions and categories to evaluate the dean's administration, knowledge, communication skills, and other areas.
2) Examples of performance review phrases focused on the dean's attitude, creativity, decision-making, and other skills.
3) A list of additional resources on performance appraisals like sample KPIs, tips for self-appraisals, and methods for developing performance management systems.
The form and phrases are meant to provide a structured approach to assessing the dean's job performance over an evaluation period.
This document provides information and resources for conducting performance appraisals for vocational instructors. It includes a sample performance evaluation form with sections for reviewing job performance, employee strengths and areas for improvement, a performance plan, and signatures. It also lists the following top 12 methods for performance appraisal: Management by Objectives, Critical Incident Method, Behaviorally Anchored Rating Scales, Behavioral Observation Scales, 360 Degree Feedback, Checklist Method, and Weighted Checklist Method. For each method, it provides a brief overview and discusses advantages and disadvantages. The document aims to equip managers with tools and approaches for effectively evaluating vocational instructor performance.
This document provides information and resources for evaluating the performance of educational aides, including:
1. A sample job performance evaluation form with sections for reviewing performance factors, strengths, areas for improvement, signature approval, and a job description review.
2. Examples of performance review phrases addressing attitudes, creativity, decision-making, interpersonal skills, problem-solving, and teamwork.
3. An overview of the top 12 methods for performance appraisal, including Management by Objectives, Critical Incident Method, Behaviorally Anchored Rating Scales, Behavioral Observation Scales, and 360 Degree Feedback.
This document provides information and resources for evaluating the performance of academic researchers. It includes:
1. A sample performance evaluation form for academic researchers with rating scales and categories to evaluate various performance factors like administration, knowledge, communication, etc.
2. Examples of positive and negative performance review phrases for an academic researcher's attitude, creativity, decision-making, interpersonal skills, and problem-solving abilities.
3. An overview of the top 12 methods for evaluating an academic researcher's performance, including management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback.
This document provides information and resources for evaluating the performance of an apprenticeship coordinator. It includes:
1. A sample job performance evaluation form with rating scales to assess an apprenticeship coordinator's performance, strengths/accomplishments, areas for improvement, and signatures.
2. Examples of performance review phrases to describe an apprenticeship coordinator's attitude, creativity, decision-making, interpersonal skills, problem-solving, teamwork and other skills.
3. An overview of the top 12 methods for conducting a performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, behavioral observation scales, and 360 degree feedback.
Head start teacher assistant performance appraisalkenzphillip12
This document provides information and resources for evaluating the performance of a head start teacher assistant. It includes a sample performance evaluation form with sections for planning and results, strengths and accomplishments, areas for improvement, an action plan, comments, and signatures. It also provides examples of performance review phrases for evaluating different skills and behaviors like attitude, creativity, decision making, interpersonal skills, problem solving, and teamwork. Finally, it outlines the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, and 360 degree feedback. The goal is to help managers formally assess and provide feedback to head start teacher assistants on their work.
This document provides information and resources for conducting a performance appraisal of an employment coach. It includes:
1. A sample job performance evaluation form with sections to rate performance factors, document strengths/accomplishments, areas for improvement, and signatures.
2. Examples of performance review phrases to assess an employment coach's attitude, creativity, decision-making, interpersonal skills, problem-solving, and teamwork.
3. An overview of the top 12 methods for conducting a performance appraisal, including Management by Objectives, Critical Incident Method, Behaviorally Anchored Rating Scales, and 360 Degree Feedback.
Dean of discipline performance appraisalgarymobile15
This document contains materials for evaluating the performance of a Dean of Discipline, including:
1) A job performance evaluation form with ratings definitions and factors to evaluate such as administration, communication, decision-making, and customer service.
2) Examples of performance review phrases focused on attitudes, creativity, and decision-making skills.
3) The form and phrases are intended to provide a structured approach to appraising the Dean of Discipline's performance and identifying areas of strength and areas for improvement.
English professor performance appraisalsammywood963
This document provides information and resources for evaluating the performance of an English professor. It includes:
1. A sample performance evaluation form for an English professor with ratings in various performance areas like administration, communication, decision making, and customer service.
2. Examples of positive and negative phrases to use in a performance review for an English professor covering attitudes, creativity, decision making, interpersonal skills, and problem solving.
3. An overview of the top 12 methods for performing an English professor's performance appraisal, including Management by Objectives, Critical Incident Method, Behaviorally Anchored Rating Scales, and 360 Degree Feedback.
Community psychologist performance appraisalsammywood963
Community psychologist job description, Community psychologist goals & objectives, Community psychologist KPIs & KRAs, Community psychologist self appraisal
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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2. Useful performance appraisal materials for professor assistant:
• performanceappraisal360.com/free-ebook-2456-phrases-for-performance-
appraisals
• performanceappraisal360.com/free-65-performance-appraisal-forms
• performanceappraisal360.com/free-ebook-top-12-methods-for-performance-
appraisal
• performanceappraisal360.com/free-ebook-top-15-secrets-to-set-up-
performance-management-system
• performanceappraisal360.com/free-ebook-2436-KPI-samples/
• performanceappraisal360.com/free-ebook-top -9-tips-to-writing-a-winning-
self-appraisal
• Professor assistant job description
• Professor assistant goals & objectives
• Professor assistant KPIs & KRAs
• Professor assistant self appraisal
Job Performance Evaluation Form
Page 2
3. I. Professor assistant 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).
Outstanding
Job Performance Evaluation Form
Page 3
4. Administration - Measures effectiveness in planning,
organizing and efficiently handling activities and eliminating
unnecessary activities
Exceeds Expectations
Meets Expectations
Below Expectations
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
Below Expectations
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
Below Expectations
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
Below Expectations
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
Below Expectations
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
Below Expectations
Unsatisfactory
NA
Independent Action - Measures effectiveness in time
management; initiative and independent action within
prescribed limits.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Outstanding
Job Performance Evaluation Form
Page 4
5. Job Knowledge - Measures effectiveness in keeping
knowledgeable of methods, techniques and skills required
in own job and related functions; remaining current on new
developments affecting SPSU and its work activities.
Exceeds Expectations
Meets Expectations
Below Expectations
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
Below Expectations
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
Below Expectations
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
Below Expectations
Unsatisfactory
NA
Personal Appearance - Measures neatness and personal
hygiene appropriate to position.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
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
Below Expectations
Unsatisfactory
NA
Employee's Responsiveness - Measures responsiveness in
completing job tasks in a timely manner.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Job Performance Evaluation Form
Page 5
6. 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.
C. PERFORMANCE AREAS WHICH NEED IMPROVEMENT:
D. PLAN OF ACTION TOWARD IMPROVED PERFORMANCE:
Job Performance Evaluation Form
Page 6
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 the employee was
given the opportunity to discuss the official review with the supervisor.)
Evaluated by Date
Reviewed by Date
Job Performance Evaluation Form
Page 7
8. II. Professor assistant performance phrases
1.Attitude Performance Review Examples – professor assistant
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 professor assistant
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.
Job Performance Evaluation Form
Page 8
9. • Whenever we need a fresh look at a problem, we know we can turn to Julia for a novel
perspective.
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 – professor assistant
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 Review Phrases – professor assistant
Positive review
Job Performance Evaluation Form
Page 9
10. • 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.
• 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 – professor assistant
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.
Job Performance Evaluation Form
Page 10
11. 6.Teamwork Skills Performance Appraisal Phrases – professor assistant
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.
Job Performance Evaluation Form
Page 11
12. III.Top 12 methods for professor assistant 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”.
Job Performance Evaluation Form
Page 12
13. 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.
-----------------------------
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)
Job Performance Evaluation Form
Page 13
14. 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.
-----------------------------
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.
-----------------------------
Job Performance Evaluation Form
Page 14
15. 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.
• 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
Job Performance Evaluation Form
Page 15
16. not want to encourage discrimination. This is useful in companies which have a limited number
of promotions or funds.
-----------------------------
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
Job Performance Evaluation Form
Page 16
17. • They increase unhealthy cut-throat competitiveness;
• They discourage collaboration and teamwork;
• They harm morale;
• They are legally suspect giving rise to age discrimination cases.
-----------------------------
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.
Job Performance Evaluation Form
Page 17
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…
Job Performance Evaluation Form
Page 18