Running head: PERFORMANCE APPRAISAL PERFORMANCE APPRAISAL Employee name: Position: Supervisor name: Department: Date of completion: Review and completion by supervisor: Supervisor instructions: The supervisor should give the form to the employee undergoing performance appraisal, the employees should complete the performance appraisal and hand it back to the supervisor within the shortest time. Upon receipt of the performance appraisal form, the supervisor should complete his required section and hand the form back to the human resource leader. Employee instructions: The employee undergoing assessment should complete and return the self-assessment to the supervisor; the employee is also free to discuss any sections with the supervisor. Rating scale 1. Unacceptable ( fails to meet standards) 2. Needs improvement (Frequently fails to meet expectations) 3. Satisfactory (Generally meets set standards) 4. Outstanding (exceeds outlined standards) 5. Excellent (consistently meets standards) Section one, personal competency Supervisor guide: Personal competency is a core aspect of emotional intelligence at the company; all employees must display adequate personal competency skills that include self-awareness, self-regulation, and self-motivation. Self-awareness is the ability to understand one’s talents and weaknesses, employees who have self-awareness know their limits and have a clear idea of the areas where they need improvement. Employees with self-awareness also display self-confidence because they know whether they can do a job based on their understanding of their abilities (Dong, Seo, & Bartol, 2014). Self-regulation is also a core component of personal competency; regulation involves the discipline needed to control oneself (Dong, Seo, & Bartol, 2014). The job exposes employees to many temptations, ideal employees must display discipline in handling responsibility assigned to them by the company. Self-regulation enables the company to trust the employee. The third component of personal competency is self-motivation, employees must display the drive needed to accomplish tasks, even in the face of challenges. In assessing self-motivation, the supervisor must look out for imitative, commitment, optimism, and the desire to achieve more. Section two, social competency Supervisor guide: Social competency is also a key part of emotional intelligence. Social competency has two key aspects; these are empathy and social skills. Ideal employees must have good empathy; because the job involves interaction with other employees, the ideal employee should be highly aware of the feelings and needs of others. Empathy among the employees of the organization enables them to achieve a synergy where their efforts complement each other (Dong, Seo, & Bartol, 2014). The second core component that the supervisor should look out for is social skills. Social skills are crucial for survival in the company. Good social skills in an employee include the ability ...

1. Running head: PERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL
Employee name:
Position:
Supervisor name:
Department:
Date of completion:
Review and completion by supervisor:
Supervisor instructions: The supervisor should give the form to
the employee undergoing performance appraisal, the employees
should complete the performance appraisal and hand it back to
the supervisor within the shortest time. Upon receipt of the
performance appraisal form, the supervisor should complete his
required section and hand the form back to the human resource
leader.
Employee instructions: The employee undergoing assessment
should complete and return the self-assessment to the
supervisor; the employee is also free to discuss any sections
with the supervisor.
Rating scale
1. Unacceptable ( fails to meet standards)
2. Needs improvement (Frequently fails to meet expectations)
3. Satisfactory (Generally meets set standards)
4. Outstanding (exceeds outlined standards)
5. Excellent (consistently meets standards)
Section one, personal competency
Supervisor guide: Personal competency is a core aspect of
emotional intelligence at the company; all employees must
display adequate personal competency skills that include self-
awareness, self-regulation, and self-motivation.
Self-awareness is the ability to understand one’s talents and
weaknesses, employees who have self-awareness know their
limits and have a clear idea of the areas where they need
improvement. Employees with self-awareness also display self-

2. confidence because they know whether they can do a job based
on their understanding of their abilities (Dong, Seo, & Bartol,
2014).
Self-regulation is also a core component of personal
competency; regulation involves the discipline needed to
control oneself (Dong, Seo, & Bartol, 2014). The job exposes
employees to many temptations, ideal employees must display
discipline in handling responsibility assigned to them by the
company. Self-regulation enables the company to trust the
employee.
The third component of personal competency is self-motivation,
employees must display the drive needed to accomplish tasks,
even in the face of challenges. In assessing self-motivation, the
supervisor must look out for imitative, commitment, optimism,
and the desire to achieve more.
Section two, social competency
Supervisor guide: Social competency is also a key part of
emotional intelligence. Social competency has two key aspects;
these are empathy and social skills.
Ideal employees must have good empathy; because the job
involves interaction with other employees, the ideal employee
should be highly aware of the feelings and needs of others.
Empathy among the employees of the organization enables them
to achieve a synergy where their efforts complement each other
(Dong, Seo, & Bartol, 2014).
The second core component that the supervisor should look out
for is social skills. Social skills are crucial for survival in the
company. Good social skills in an employee include the ability
to manage and influence others. Employees must also be good
team players who have the ability to build close relationships
with colleagues and leverage these relationships into achieving
goals (Dong, Seo, & Bartol, 2014).
Employee signature:
Date:
Supervisor signature:
Date:

3. References
Dong, Seo, & Bartol. (2014). No pain, no gain: An affect-based
model of developmental job experience and the buffering effects
of emotional intelligence. Academy of Management Journal,
57(4), 1056-1077.
Nobel Transportation Company

4. CASE STUDY SUMMARY
NTCo is a domestic trucking company specializing in the
transportation of steel.
NTCo was established six years ago by W. Nobel to address the
growing need for consistent, reliable steel transportation
services between steel manufacturers, distributors, and end-
users. The company found huge success due to the owner's
knowledge of the trucking industry, strong business acumen and
ability to effectively establish and maintain key relationships.
NTCo identified six clear strategic goals during its recent
strategic planning session including:
1. Leverage corporate reputation and brand recognition to
expand current transportation services in new markets by 50%
by Q3.
2. Introduce new transportation service offering to capitalize on
green and clean energy construction markets.
3. Increase customer retention and set "best in class" customer
service standards.
4. Continuously broaden customer database by obtaining new
information on consumer characteristics and needs.
5. Increase efficiencies through the use of wireless or virtual
technology.
6. Increase charitable giving opportunities.
ORGANIZATIONAL STRUCTURE
NTCo currently employs 50 full-time and part-time employees.
These employees are primarily located in the Midwest United
States. The following outlines NTCo's organizational chart.
In addition to its full and part-time employees, NTCo relies

5. heavily on Owner-Operators or truck drivers who own and
operate their trucks and are not employees of the company,
instead serve as contractors.
ORGANIZATIONAL CULTURE
Early on when the company had less than ten employees, W.
Nobel prided his organization on possessing a "family feel"
where everyone knew what to do and knew each other.
However, as the business expanded into other states, the
organization lost its "family feel" and evolved into more of a
corporate environment.
NTCo's culture is one of silos, poor internal communication,
minimal accountability, and decentralized supervision. In other
words, respective Directors are only concerned with the
performance of their department, with little or no regard for
other departments. Also, there is notable variation between how
one area is run versus the way another is run. Additionally,
NTCo's mission statement is vague and ambiguous, "To be the
best."
From a human capital perspective, recruitment plan in place,
employee feedback is inconsistent and often, employees are not
clear on expectations for their job. Employees are not well
informed of organizational goals, and there is no clear
connection between employee performance and organizational
performance. Comment by Helen Murphy: This needs editing.
What are you trying to say here?

6. ORGANIZATIONAL ASSESSMENT
While NTCo ishas many good attributes such as being a major
provider of transportation services, has an excellent reputation
with customers, has experienced consistent revenue growth
since its establishment and has many high performing
employees, . However, the organization has several areas of
opportunity for development. Currently, there is no one person
or department overseeing Human Resources functions. The CEO
in conjunction with the Director of Administration relies on
employee and customer references to identify and acquire
talent. While this ideology worked while the organization was
small, as the company grows W. Nobel has a concern that there
is no HR infrastructure in place.
There are several tools in place as a result of a previous
consulting engagement such as job descriptions and a
compensation structure; . Neverthelesshowever, there is little
else existing to address the employee lifecycle (on-boarding,
through flow, and off-boarding). The company does not have a
human resources manager and most of the HR functions are
outsourced.
.
Due to the absence of a role to focus on human resources, as
well as the absence of an employee evaluation tool, supervisors
do not know exactly what to do about several employees who
according to the supervisor, "just isn't hitting the mark."
ASSIGNMENT
NTCo has hired you as an HR Consultant to assist in identifying
a realistic plan to address several issues. NTCo is asking that
you develop a comprehensive action plan and plan tools

7. inclusive of:
Development of a performance appraisal tool (Module 2).
Development of a developmental plan to create a competitive
workforce (Module 3).
Development of a Performance Improvement Plan (PIP) for low-
performing employees utilizing a 6-step model (Module 4)
Create a paper and PowerPoint presentation action plan
addressing the workforce issues facing the company (Module 5).