INTRODUCTION
According to the needs given in time within what we know today as a company, we can specify the one to evaluate and study the performance of the workers in it.
This arises from the sixteenth century when the large owners of companies with an eminent growth were concerned about the efficiency of their machinery processes and those who managed them.
Being of greater importance the instance of the individual as a fundamental part of the realization of the process. From this it can be stated that it is the principle of the organization and creation of the subordinate's evaluation and performance methods that are based on a technique that studies the company's processes and how they can be optimally performed by the employee, in other words a standard is made of how and in what way it is carried out, recognizing the activities and strengths of those who carry it out; without forgetting the possibility that it is always possible to improve and optimize the performance of the employee in the company from the result.
Through the following writing it is desired to capture in a general way each one of the characteristics, methods and techniques of performance evaluation in order to apply it in the not too distant future as Heads in our companies.
OVERALL OBJECTIVE
Identify the main characteristics of performance evaluation, as well as those responsible for it, and their objectives.
SPECIFIC OBJECTIVES
Identify the different methods used in companies for performance evaluation.
Analyze the advantages and disadvantages of each performance evaluation method and decide which of all is the most reliable and safe at the time of putting it into practice. Conceptualize about the performance appraisal interview and its role in the people appraisal process
EVALUATION OF HUMAN PERFORMANCE WITHIN THE ORGANIZATION
Performance evaluation procedures are not new. From the moment one man hired another, his work was evaluated. Similarly, formal performance evaluation systems are not recent. According to history in the 16th century, before the founding of the Society of Jesus, Saint Ignatius of Loyola used a combined system of reports and notes on the activities and, mainly, the potential of each one of his Jesuits. The system consisted of self-classifications made by the member of the order, reports from each supervisor about each of his subordinates, and special reports made by some Jesuits that proved they had information about their own performance or that of their companions.
However, it was only after the Second World War that performance evaluation systems had wide dissemination among companies.
For a long time, managers were exclusively concerned with machine efficiency as a means of increasing company productivity. The classical theory of management itself went to the extreme of trying to exhaust the optimal capacity of the machine, placing the work of man on a par and calculating with enough precision the necessary type of motive force, the potential output, the rate of operation, the lubrication needs, energy consumption, support for its maintenance and the type of environment necessary for its operation, the emphasis applied to the equipment did not solve the problem of increasing the efficiency of the organization and at this point man was only considered as a simple button operator, an object moldable to the interests of the organization and easily manipulated,after showing exclusive motivation for salary and economic interests.
With the passage of time, it was found that organizations managed to solve problems related to the first variable, the machine, without achieving any progress with the second, man, based on the humanization of the theory of administration and the emergence of schools. In human relations, there was a reversal of focus and the main concern of managers became the man. The same aspects previously mentioned in relation to machines have now become related to man.
Some questions arose
How to know and measure the potentialities of man?
How to take him to fully apply that potential?
What leads man to be more efficient?
What is the fundamental force that drives your energies to action?
What are the maintenance needs for stable and long-lasting operation?
What is the most suitable environment for its operation?
Of course, an infinity of answers arose that caused the appearance of administrative techniques capable of creating conditions for an effective improvement of human performance within the organization.
Basic concepts
The effort of each individual is a function of the value of the rewards offered and the probability that they depend on the effort.
Performance appraisal is a systematic performance appraisal of the individual's development potential in office, and all appraisals are a process to stimulate or judge someone's worth, excellence, and qualities.
A performance evaluation is a dynamic concept, since employees are always evaluated with some continuity, formally or informally, it is an essential management technique in administrative activity, it is a means through which it is possible to locate supervision problems of personnel, integration of the employee in the organization or the position he currently occupies, disagreements, etc. In other words, performance evaluation can help determine the lack of development of a human resources policy appropriate to the needs of the organization.
Responsibility for the evaluation.
Responsibility for the evaluation of human performance is attributed to different agencies, in accordance with the policy developed regarding human resources. In some cases it is assigned to a Staff body belonging to the human resources area, in other cases it is assigned to a performance evaluation commission
The direct supervisor:
Most of the time, performance evaluation is the responsibility of the line and staff function with the help of the human resources administration unit. The one who evaluates is the boss himself who, better than anyone else, has the conditions to monitor and verify the performance of each subordinate, pointing out their strengths and weaknesses. However, direct managers do not have specialized knowledge to be able to plan, maintain and develop a systematic plan for evaluating the performance of their personnel.
The employee:
Some organizations use self-evaluation by employees as a method of performance evaluation. This is little used because it can only be used when the group of people is made up of people with a good cultural level and high IQ, in addition to emotional balance and the ability to make a self-evaluation devoid of subjectivism and distortions of a personal nature.
The performance evaluation commission:
In some organizations, performance evaluation is assigned to a commission specially appointed for this purpose and made up of officials from various departments of the organization.
President or Director ………………………………. -> Members
Human Resources Director ………………….. -> stable or
Performance evaluation specialist….. -> permanent
Executive of organization and methods …………. ->
| Director of the area | where is | Members |
| Department manager | located | transients or |
| Head of Section Supervisor of the evaluated | the evaluated | provisional |
Generally, the commission consists of permanent and transitory members, the former establishing or participating in all evaluations and their role is to maintain a balance of judgments and attention to the patterns and permanence of the system, while the transitory members who They only participate in the judgments of the employees linked to their performance area, they will have the role of gathering the information regarding those evaluated and proceed to the judgment and evaluation.
Objectives of performance evaluation
Performance evaluation is not in itself an end, but a tool to improve the results of the company's human resources, and this is its main objective. And to achieve it this method tries to achieve the following specific objectives.
- Suitability of the individual to the position Training Promotions Salary incentive for good performance Improvement of human relations between superiors and subordinates Self-improvement of the employee Basic information for human resources research Estimation of the development potential of employees Encouragement to higher productivity Opportunity to learn about the performance patterns of the company Feedback of information self-assessed individual Other personnel decisions, such as transfers, leave, etc.
BENEFITS OF PERFORMANCE EVALUATION
When a performance appraisal program is well planned, coordinated, and developed, it typically provides short, medium, and long-term benefits. In general, the main beneficiaries are the individual, the boss, the company and the community.
1. Benefits for the boss. The boss has the conditions to: Better evaluate the performance and behavior of subordinates based on the variables and evaluation factors and, above all, counting on a measurement system capable of neutralizing subjectivity.
Propose measures and provisions aimed at improving the behavior pattern of their subordinates.
Communicate with your subordinates to make them understand the mechanics of performance evaluation as a target system, and through that system the way their performance is developing.
2. Benefits for the subordinate. The subordinate:
Know the rules of the game, that is, the behavioral and performance aspects that the company values most in its employees.
Know what your boss's expectations are about your performance and your strengths and weaknesses, as assessed by the boss.
He knows what dispositions or measures the boss is taking in order to improve his performance (training program, training, etc.) and those that the subordinate himself will have to take on his own (self-correction, greater care, greater attention to work, courses on their own, etc.)
Acquire conditions for self-evaluation and self-criticism for their self-development and self-control.
3. Benefits for the company. The company:
You are in a position to evaluate your human potential in the short, medium and long terms and define the contribution of each employee
You can identify employees who need retraining and / or improvement in certain areas of activity and select employees who have promotion or transfer conditions.
You can give more dynamism to your human resources policy, offering opportunities to employees (not only for promotions, but mainly for progress and personal development), stimulating productivity and improving human relations at work.
PERFORMANCE EVALUATION METHODS
The evaluation of human performance can be carried out by means of techniques that can vary considerably, not only from one company to another, but within the same company, since it involves different levels of staff or different areas of activity.
Just as policies vary by company, each company can develop its own system to measure the behavior of its employees. It is common to find companies that develop specific systems according to the level and areas of distribution of personnel (evaluation system for unskilled personnel, administrative personnel, supervisory-level personnel, manager-level personnel, executives, personnel sales, etc.).
Each system serves certain specific objectives and certain characteristics of the various categories of personnel. There are several methods of performance appraisal, all of which have advantages and disadvantages and are suitable for certain types of positions and situations. Various performance evaluation systems can be used, as well as structuring each one of these in a different method, appropriate to the type and characteristics of those evaluated and the level and characteristics of the evaluators.
For performance evaluations to be effective, they must be based fully on the results of the man's activity at work and not only on his personality characteristics.
GRAPHIC SCALE METHOD
It is undoubtedly the most widely used and publicized performance evaluation method. It is apparently the simplest method, but its application requires multiple care in order to avoid subjectivity and bias from the evaluator, which could cause considerable interference.
Method Characteristics
It is a method that evaluates people's performance through previously defined and graduated evaluation factors. This method uses a double entry form in which the horizontal lines represent the performance evaluation factors, while the columns (vertical direction) represent the degrees of variation of these factors.
The factors are previously selected to define in each employee the qualities to be evaluated. Each factor is defined as a summary description, simple and objective, to avoid distortions. The better this description, the greater the precision of the factor. On the other hand, in this factor a performance is dimensioned, which ranges from weak or unsatisfactory to optimal or very satisfactory.
The performance evaluation method by graphical scales can be implemented through various classification processes, of which the best known are:
- Continuous Graphic Scales; Semi-Continuous Graphic Scales; Discontinuous Graphic Scales.
Some companies use the graphical scale method with attribution of points, in order to quantify the results to facilitate comparisons between employees. The factors are weighted and earn point values, according to their importance in the evaluation. Once the evaluation has been made, the points obtained by the employees are counted.
This performance evaluation quantifies the results and facilitates comparisons in global terms; on the other, it reduces the complex range of performance of an official to a simple number without meaning, unless it is a relationship with the maximum and minimum values that could be obtained in the evaluations.
Advantages of the graphical scale method
1. Provides evaluators with an easily understood and simple-to-apply evaluation instrument.
2. It enables an integrated and summarized view of the evaluation factors, that is, of the most outstanding performance characteristics of the company and the situation of each employee before them.
3. It requires little work from the evaluator in recording the evaluation, as it greatly simplifies it.
Disadvantages of the graphical scales method
1. It does not allow the evaluator to have much flexibility, and for this reason he must adjust to the instrument and not the latter to the characteristics of the evaluated person.
2. It is subject to personal distortions and interference from evaluators, who tend to generalize their appreciation of subordinates for all evaluation factors. Each person perceives and interprets situations according to their "psychological field". Such subjective and personal interference of an emotional and psychological nature leads some evaluators to the effect of stereotyping. This effect causes the evaluators to consider an employee as optimal or excellent in all factors. This same effect is what leads a very demanding evaluator to consider all her subordinates as mediocre or weak in all aspects.
3. Tends to routinize and generalize the results of evaluations.
4. Requires mathematical and statistical procedures to correct distortions and personal influence of the evaluators; he tends to present tolerant or demanding results for all his subordinates.
PERFORMANCE EVALUATION TECHNIQUES
| Techniques and Examples | Advantage | Limitations |
| Objective Measures Absenteeism
Productivity |
Simple, Accurate, Objective
Simple, precise and objective. |
Does not reflect different types of absences (medical, unexcused) Does not reflect individual differences in quantity and quality of work.
Have difficulty measure at the managerial level. At the non-managerial level, it does not consider working conditions, does not compare used machines, etc. |
| Measures Objectives Graphic Scales
Checklists Forced choice scales Critical incident scales |
Clear, easy to discuss, multidimensional
Like graphic scales, it can cover greater breadth Harder to distort, multidimensional Greater agreement between raters, does not force differences, makes raters think about |
Subject to distortions such as central tendency, halo effect, falsehood. Like graphical scales, it is time consuming.
Difficult to construct, it antagonizes the evaluator, forcing him to choose between inconvenient alternatives, and can force differences where they are insignificant. The evaluator has some difficulty for registration, it takes some time to build the scales. |
| Techniques and Examples | Advantage | Limitations |
| Objective Measures Absenteeism
Productivity |
Simple, Accurate, Objective
Simple, precise and objective. |
Does not reflect different types of absences (medical, unexcused) Does not reflect individual differences in quantity and quality of work.
Have difficulty measure at the managerial level. At the non-managerial level, it does not consider working conditions, does not compare used machines, etc. |
| Measures Objectives Graphic Scales
Checklists Forced choice scales Critical incident scales |
Clear, easy to discuss, multidimensional
Like graphic scales, it can cover greater breadth Harder to distort, multidimensional Greater agreement between raters, does not force differences, makes raters think about |
Subject to distortions such as central tendency, halo effect, falsehood. Like graphical scales, it is time consuming.
Difficult to construct, it antagonizes the evaluator, forcing him to choose between inconvenient alternatives, and can force differences where they are insignificant. The evaluator has some difficulty for registration, it takes some time to build the scales. |
Source: Adapted by Edgar F. Huse, James L. Bowditch, Bahavior in Organizations. A Systems Approach to Managing, Reading, Addison-Wesley, 1973, pp 200-101
Performance evaluation form by the graphical scale method
| PERFORMANCE EVALUATION Name of Officer ____________________ Date: __ / ___ / ___ Department / Section _____________________ Position: _______
___________________ ________________________________ Role performance: consider only the current performance of the employee in his role |
|||||
| optimum | Okay | Regular | Mediocre | Weak | |
| Production Volume and amount of work performed normally | Always exceed demands very quickly | Often exceeds demands | Meet the demands | Sometimes it is below the demands | Always lower than the demands very slow |
| Quality Accuracy, care and order in the work performed | Always Superior, Exceptionally and Accurate at Work | Sometimes it is superior, it is quite careful in the
job |
It is always satisfying. its
compliance is regular |
It is partially satisfactory, sometimes it makes mistakes | It is never satisfactory or makes numerous mistakes. |
| Knowledge of the job Degree of knowledge of the job | Know everything you need and always increase your knowledge | Know what is necessary | Has sufficient knowledge of the job | He partially knows the job. Needs Training | Has little job knowledge |
| Cooperation Attitude towards the company, the leadership and co-workers | He has an excellent spirit of collaboration. It's decided | Performs well in teamwork. Try to collaborate | Often collaborates on teamwork | Does not show good will. Only collaborating when it is
very necessary |
Is reluctant to collaborate |
| Individual Characteristics: consider only the individual characteristics of the evaluated person and his functional behavior inside and outside his position | |||||
| optimum | Okay | Regular | Mediocre | Weak | |
| Understanding of Situations Degree to which
captures the essence of a problem |
Optimal intuition and perception ability | Has good intuition skills
and perception |
Has satisfactory intuition and perception | Has little capacity for intuition
and perception |
Null capacity is intuition and perception |
| Creativity Ingenuity, Ability to create ideas and projects | Always have optimal ideas. It is creative and original | He almost always has good ideas and
Projects |
Sometimes makes suggestions | Slightly routine. Has few ideas of his own | Routine guy. It has no ideas of its own. |
| Ability to carry out Ability to carry out ideas and projects of one's own or of others | Optimal ability to realize new ideas | Has a good ability to realize new ideas | Come up with new ideas with satisfying skill | Has some difficulty to specify new projects | Unable to carry out an idea or project |
PERFORMANCE EVALUATION FORM BY THE GRAPHIC SCALE METHOD WITH THE USE OF POINTS
| EMPLOYEE EVALUATION Full Name_____________________ Date: ___ / ___ / ___ Section: ____________________________ Position: ___________ Each invoice is divided into the number of application degrees. Consider each number independently and assign only one grade to each factor; Enter the point value in the right column. | ||||||
| Factore s assessment |
Degree |
Points |
||||
| 1. Production Evaluate the production of the work or the quantity of services performed according to the nature and conditions of services. | 1-2-3 inadequate production | 4-5-6 Barely acceptable production | 7-8-9 its production satisfies, but it has nothing special | 10-11-12 always maintains a good production | 13-14-15 always realizing a really unusual volume of services | |
| 2. Quality Evaluate the accuracy, the frequency of errors, the presentation, the order and the care that characterize the employee's service. | 1-2-3 Make too many mistakes and the service shows disinterest and carelessness | 4-5-6 generally satisfies you, although sometimes leaves to be desired | 7-8-9 generally works carefully | 10-11-12 always does his job well | 13-14-15 his work always shows a careful exception to | |
| 3. Responsibility Evaluate how the employee dedicates himself to the work and performs the service always within the stipulated period. Consider how much auditing is | 1-2-3 It is impossible to trust your service, so it requires permanent vigilance. | 4-5-6 does not always produce the desired results, without much oversight | 7-8-9 can be trusted, if normal scrutiny is exercised | 10-11-12 is appropriately dedicated, and a brief instruction is sufficient | 13-14-15 Pray me the utmost confidence Do not require audit |
| you need to achieve the desired results | ||||||
| 4. Cooperation - attitude Measure the intention to cooperate, the help you give to colleagues, the way you follow orders. | 1-2-3 is always reluctant to cooperate, and consistently shows lack of education | 4-5-6 Sometimes it is difficult to deal with. Lacks enthusiasm. | 7-8-9 Usually he complies with goodwill what is entrusted to him.
with his work |
10-11-12 is always willing to collaborate and help his colleagues | 14-14-15Collaborate to the fullest. She strives to help her companions. | |
| 5. Good sense and initiative Take into account the wisdom of the employee's decisions when he has not received detailed instructions or before exceptional situations. | 1-2-3 Always make wrong decisions | 4-5-6 is often wrong and must always give detailed instructions | 7-8-9 demonstrates reasonable wisdom under normal circumstances | 10-11-12 solves problems normally with a high degree of sanity | 13-14-15 Think quickly and logically in all situations. You can always trust your decisions | |
| 6. Personal Presentation Consider the impression made on others by the employee's personal presentation, dress, act, hair, beard, etc. | 1-2 Careless neglect | 3-4 sometimes neglects his appearance | 5-6 is often well presented | 7-8 is careful in the way he dresses and presents and | 9-10 is extremely careful and presentable | |
|
SUBTOTE L FOR POINTS |
FORCED CHOICE METHOD
Factors most used in performance evaluation, according to research in 50 systems
| Evaluation factors | No. of times found |
| Group I_ Target performance: Quantity of work Quality of work
Group II _ Knowledge and performance of the position: Knowledge of the position Frequency Puntuality Safety habits Good housekeeping Group III_ Characteristics of the Individual: Spirit of cooperation Trustworthy Initiative Intelligence Accuracy Diligence Adaptability Attitude Personality Reasoning Application Leadership Behavior Talent Health Grooming Appearance Enthusiasm Potential |
44 31 25 14 12 7 3 36 35 27 17 14 14 14 13 13 12 10 6 6 6 5 5 4 4 4 |
PERFORMANCE EVALUATION FORM BY FORCED ELECTION METHOD
| PERFORMANCE EVALUATION Officer: ____________________________________________ Title: ___________________________ Section ________________ Below you will find performance statements combined in blocks of four. Write an “x” in the side column, under the “+” sign to indicate the phrase that best defines the employee, and the “-” sign for the phrase that least defines their performance. Do not leave any blocks unfilled twice. | |||||||
| Not. | + | - | Not. | + |
- |
||
| He only does what he is told | 01 | Are afraid to ask for help | 41 | ||||
| Irreproachable behavior | 02 | Keeps your file always tidy | 42 | ||||
| Accept constructive criticism | 03 | I already present low production | 43 | ||||
| Does not produce when under pressure | 04 | It's dynamic | 44 | ||||
| Courteous to others | 05 | Constantly interrupts work | Four. Five | ||||
| Hesitate when making decisions | 06 | Is never influenced | 46 | ||||
| Deserves all the trust | 07 | Has good potential to develop | 47 | ||||
| Has little initiative | 08 | Never unpleasant | 48 |
| Cares about service | 33 | Never makes good suggestions | 73 | ||||
| You don't have adequate training | 3. 4 | It is evident that "he likes what he does" | 74 | ||||
| Has good personal appearance | 35 | Has a good memory | 75 | ||||
| In your service there are always mistakes | 36 | He likes to claim | 76 | ||||
| Expresses himself with difficulty | 37 | Apply judgment when making decisions | 77 | ||||
| Know their work | 38 | Regular attention should be drawn to it | 78 | ||||
| He is careful with the company's facilities | 39 | It's fast | 79 | ||||
| Always expect a reward | 40 | By nature it is a bit hostile | 80 |
Features of the forced choice method
It consists of evaluating the performance of individuals through descriptive phrases of certain alternative types of individual performance. The evaluator must necessarily choose between the sentences only one or the two that most apply to the performance of the employee evaluated. This explains the denomination of "forced election"
The nature of the sentences can vary greatly; however, there are two forms of composition:
They consist of two phrases of positive meaning and two of meaning.
A block of only four sentences of positive meaning is formed.
In the form with blocks of positive and negative meanings, the supervisor or the evaluator are in a position to perceive and locate the sentences that possibly add points, thus being able, with some trickery, to distort the result of the evaluation. However, in the form with blocks of only positive meaning, the presence of phrases with a single positive meaning makes the directed evaluation very difficult, leading the supervisor or the evaluator to reflect and weigh on each block and choose the most descriptive phrases of effective performance of the evaluated. This avoids the common personal influences of any personal assessment process.
Advantages of the forced choice method
1. Provides more reliable results free of subjective and personal influences, since it eliminates the generalization effect.
2. its application is simple and does not require intense preparation or
sophisticated evaluators.
Disadvantages of the forced choice method
1. Its preparation and implementation are complex, requiring very careful and delayed planning;
2. It is a basically comparative and discriminative method and presents global results; it discriminates only good, average and weak employees, without giving more information;
3. When used for human resource development purposes, you need an insight into information about potential development training needs, etc.;
4. Leaves the evaluator without any notion of the evaluation result with respect to his subordinates.
FIELD INVESTIGATION METHOD
It is developed based on interviews of an evaluation specialist with the immediate superior, through which the performance of his subordinates is verified and evaluated, determining the causes, origins and reasons for such performance, through the analysis of facts and situations. It is a broader evaluation method that allows, in addition to a diagnosis of the employee's performance, the possibility of planning, together with the immediate superior, their development in the position and in the organization.
Characteristics of the field research method
The evaluation is carried out by the superior (boss) but with the advice of a specialist (staff)
The performance appraisal specialist conducts an appraisal interview with each boss, roughly completing the following schedule.
1. Initial evaluation: the performance of each official is initially evaluated in one of the following three aspects:
More satisfactory performance (+) Satisfactory performance (±) Less satisfactory performance (-)
2. Supplementary analysis: once the initial evaluation of the performance of each official has been defined, that performance is evaluated in greater depth through specialist questions to the boss.
3. Planning: once the performance has been analyzed, an action plan is drawn up, which may involve:
Counseling the official; Readaptation of the official; Training; Disengagement and replacement; Promotion to another position;
Maintenance in current position.
4. follow-up: this is a verification or verification of the performance of each official.
SAMPLE FIELD INVESTIGATION METHOD INTERVIEW ITINERARY
1. When preceded by two preliminary stages of analysis of the position structure and analysis of the necessary professional skills and qualifications, it allows the supervisor a deep visualization not only of the content of the positions under his / her responsibility, but also of the skills, the skills and knowledge required;
2. provides a fruitful relationship with the specialist in
evaluation, who gives the supervisor advice and also high-level training in personnel evaluation;
3. allows a thorough, impartial and objective evaluation of each official, locating the causes of behavior and the sources of problems;
4. allows action planning capable of removing obstacles and providing performance improvement;
5. allows a coupling with training, career plan
and other areas of action of the ARH;
6. emphasizes line responsibility and the staff function in personnel evaluation;
7. is the most comprehensive method of evaluation.
Disadvantages of the field research method
1. It has a high operational cost, due to the performance of an evaluation specialist;
2. There is a delay in processing due to the one-on-one interview with each subordinate officer and the supervisor.
The Performance Evaluation Process:
The performance evaluation methods are classified differently, both in their presentation and in aspects related to the evaluation itself and the priorities involved in the process, the methods are adjusted depending on the needs of the company or organization. In other words, within the same organization, three to four personnel evaluation systems can be located.
They can be divided as follows: (For hourly workers, For month workers, for supervisors and executives; and some even have a different system for salespeople.).
Each organization has its performance evaluation system depending on its needs, however some of the most common guidelines will be brought up:
1. Resist the temptation to integrate a large performance evaluation system, capable of serving all managerial needs; a large system may have uniformity consistency, but it does not present practical value or adaptation to the human dynamics of the organization.
2. Allow various types of feedback (Feedback) to the individual, about their performance, and avoid zero-sum comparisons that, trying to make a concrete assessment, impose an extreme artificial representation.
3. Approach the performance evaluation system as an open system and oriented towards future performance.
The Performance Evaluation Interview
Communication of the result to the subordinate is a fundamental point of almost all performance evaluation systems. Nothing wins the evaluation if the most interested party, which is the employee himself, does not get to know it.
It is vital to make known important and significant information about its performance, in this way it helps to ensure that the policy objectives can be satisfactorily achieved.
The purposes of the performance appraisal interview are as follows:
1. Give the subordinate conditions to do their job better through a clear and unequivocal communication of their performance pattern, bosses have a clear impression of their subordinates and their expectations about them.
In this interview, the subordinate is given the opportunity not only to learn and know what the boss expects of him in terms of quality, quantity and work methods with the particularity of knowing in depth the reasons for this evaluation. That otherwise points to the rules of the game.
2. Carry out the feedback making clear the subordinate's performance in the points where it is strong and weak, and compare it with the expected performance patterns, since many times the employee believes that it is fine and the opposite may be happening in terms of its performance ideal, this is why it is necessary to communicate what is expected by bosses and thus be in a position to achieve a performance that points to the expected patterns.
3. Carry out a pleasant discussion between the employee and superior regarding the measures and plans to be developed, making him aware of the subordinate's aptitudes, and thus forming an active support to the fulfillment of his improvement in the tasks he performs.
4. It is necessary to find good communication and understanding between the supervisor and the employees; where the conditions in which a task is being carried out and how to improve or increase it can be transmitted.
5. Eliminate or reduce dissonances, anxieties, tensions, and doubts that arise when individuals do not enjoy the benefits of well-planned and targeted counseling.
Note: The evaluator should consider two important things:
to. That every employee has personal aspirations and goals and, no matter how elementary their functions within the company, must always be considered as an individualized person, different from others.
b. Performance should be evaluated based on the position held by the employee and, above all, on the orientation and opportunities received from the boss.
CONCLUSION
1. Performance evaluation in some companies may be in charge of the direct supervisor, the employee himself or an evaluation commission, depending on the objectives of the company, in order to know the potential of the individual in the position and improve the results of the company's human resources.
2. The effort of each individual within the company is reflected in their aptitudes, abilities, productivity, cooperation at work, quality and creativity, among others, which are reflected in the performance evaluation.
3. Human resources are one of the main elements of the company and for this reason it is necessary to know their personal aspirations and objectives and, no matter how elementary their functions within the company are, they must be considered as an individualized person, different from the others.
BIBLIOGRAPHY
Idalberto Chiavenato
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