Progress Report€¦ · Web viewDifferent uses of the performance appraisals, such as administrative use : During the performance appraisal meetings the manager would be capable

Group Members:

Fatima Obaid Lama Ajawi Marwa Abdulla Nada Salman ZainabNaser

Nada Salman 201100832; Marwa Abdulla 201101342; Fatima Obaid 201101371; Lama Ajawi 201101603; Zainab Nasser 201101711

A-1:

The Purpose of Performance Appraisals:

There are various reasons for conducting performance appraisals for the employees in any firm as it

is citied in humanresources.hrvinet.com (n.d); these reasons would be:

1. The development of the career: This provides a discussion between the boss and the staff

about what she\he thinks about the company's goals and objectives, what the training

programs need, what plans do the employee has about enhancing the organization and its

business.

2. Giving feedbacks: By providing constructive feedbacks to the staff in the company, this

would defiantly help in improving the staff's performance at work. For example: giving a

feedback in a private room and with a normal tone would let the worker to see his mistake

clearly rather than embarrassing the employee in front of his/her colleagues using an

aggressive tone when speaking.

3. Different uses of the performance appraisals, such as administrative use: During the

performance appraisal meetings the manager would be capable to identify what each

employee needs; for instance: the boss may realize that the worker requires training or

deserves a promotion or an increase in his\ her salary, etc.

4. The history of the performance: It would be useful in determining the employee's past

performance and present performance. This is good in pointing the worker's strengths and

weaknesses and what does each require.

5. Organizational goals: By doing the performance appraisals the manager can infer each

employee's ambitions and goals and can expect his/her future career goals that the worker

is intending to achieve from the performance appraisal meeting between the boss and the

staff.

6. Identify the gaps of the performance: Determine the gaps that exist in the employee's

work\job and how should they be fixed or fulfilled.

Performance appraisals are important because it determines whether the company is moving in the

right track or not, whether the employees are in the right positions or not and what are the needed

requirements for them.

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A-2:

The difference between formal appraisals and informal appraisals:

According to zeepedia.com (n.d), these are some differences between both of the formal and

the informal appraisals:

Comparison Formal Appraisals Informal Appraisal

Timing Every six months or one whole year. Happens on daily basis.

Purposes

To inform the employees of the way their performances would be evaluated.

Determines who deserve raises, promotions and training of the staff.

Communicate with the employees.

Provide direct feedbacks. Check and monitor the

employees' work.

Process of doing it

This process happens between the boss and the employees with a form that comprises the following:

The name of the employee.

Job title. Job description. Goals had been achieved

during the past year or 6 months.

Any required training. The signature of the boss.

It is an immediate note that the boss gives it to the employees (face to face process, does not need any arranged meeting like the formal does).

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A-3:

Writing a performance appraisal is one of the most serious things that can make or break the

company. For this reason, it must be written in appropriate criteria to ensure that it benefits the

firm.

The appropriate criteria for the performance appraisal must include these points:

Relevance &Strategic Congruence:

The performance appraisal system must be complied with the organization's strategies and

goals. It must be written in a way that is related to the job and the job requirements. To

ensure the accurate information of aspects that need to be measured, the performance

appraisal should be done after examining a current job analysis. To explain more, the job

analysis contains a list of tasks that the employee needs to achieve. By looking at these

tasks, the supervisor can measure the performance of the employee.

Validity & Effectiveness:

When measuring the employee's job performance, his actual performance must be

compared with the performance measures regarding specific aspects of the job; in order to

see the efficiencies and the deficiencies or areas of development.

Reliability:

Reliability of the measures is a very important component. All theperformance measures

must be consistent. This means that the appraisal measures must be used in the same

manner by all raters. Moreover, the results should be similar over time to ensure that the

criteria are reliable over time (ioresearch.net).

Timing:

The time of conducting the performance appraisal is also a key factor. Understanding the

suitable time has a big effect on the process. For instance, doing a performance appraisal in

the time of when employees are trying to meet their deadlines is not a very good thing.

Employees would be very stressed and uncomfortable. Therefore in this situation, it would

be better to conduct the appraisal after the deadlines have passed.

Credibility & Acceptability:

The supervisor or the rater should be suitable for doing this (which is job measuring the

performance). He should have interpersonal skills and stick to the procedure. Also, he must

be credible, fair and objective rather than subjective.

Specificity:

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Every employee must be treated as an individual who has different needs and requirements

from the others. He should be given a detailed guidance of what is expected from him and

how can he meet these expectations.

Source: (slideshare.net, 2010)

As long as the appraisal system meets these points, it will be appropriate. Also, the criteria of the

appraisal are mostly decided based on the type of the job. Besides that, the performance appraisal

can be done in different ways. Examples of these ways are:

Written essays:

In this way, the rater will write an essay highlighting the employee's performance, behaviors,

strengths, weaknesses and areas of development.

Checklists:

The rater here will be provided with a list of behavioral descriptions and will tick of the

behaviors that the employee does.

Critical incidents:

This way requires the rater to be focused on the behaviors of the employees that have a big

effect on the effectiveness of the job.

Adjective rating scales:

This way is used to asses factors like knowledge of the job, cooperation, integrity, honesty,

attitudes and quality of the work.

Finally, having a performance appraisal system is very important to every organization. Here are

some reasons behind its importance:

The appraisal evaluate and measure the employees' performance and behaviors, which

helps to find out who is doing the work and who is not. By that, cost will be cut and the

organization money will be saved.

The appraisal also helps in identifying the gaps and weaknesses in the organization; that will

consequently help in choosing the right training and filling the gaps.

Doing the performance appraisal on a regular basis make the employees more focused and

engaged in completing their tasks effectively; as they know that they will be measured.

On top of that, it motivates some employees to work harder and produce a high quality job

seeking for a salary increase or a promotion.

Last but not least, it helps the organization to be fair as much as possible and provide great

opportunities for the ones who deserves them.

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A-4,5:

1. The Forced Distribution Method:

This method is a ranking method for a punch of employees not just one, the raters are required to create different percentages of rates for several categories to distribute the employees and to evaluate them. For instance: (Excellent, Very good, good, and bad). Or it could be percentages like: (10 percent High, 20 percent above average, 10 percent average … etc.). And then according to these percentages the employees are forced distribution. However, these percentages can be different from company to another.

Advantages:

This method abolishes the raters' unfairness because each employee is appraises according to which category he belongs.

Correct the trend of raters so each employee gets high or low appraisal regularly.

Disadvantages:

It is a hard method to evaluate the employees to find the one who is the most effective employee.

Frustrate and kill the work spirit to some people who think they are productive and then they see themselves in a lower rate.

It sometimes leads to high absence percentage and less productivity.

Four Recognized Methods of Performance Appraisals:

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1. The Rank Method:

This method is used to measure the employee's performance from the lowest level to the highest level. In addition, to rank the employees on them total performance, there has to be rater. This means putting a person in a rank order. For example, to put a person by ranking in a group against another person in another group and then test them both relating to the statistical rank. To add more, the person performance can be appraisal by ranking it compared to another person in another group instead of comparing the performance with written standards.

Advantages:

It is an easy method to rank the employees performance from the top to the bottom.

It is a fair method to appraisal the employees because they are ranked based to them performance stages.

The performance appraisal using this method can be done fast by comparing the employees with each other rather than having appraisal standards. Because it appraisals two employees in one time.

Disadvantages:

It is hard to compare between two persons because they both have different individual personalities and skills.

Sometimes it becomes hard to rank employees performance because of having big amount of working employees.


2. Critical Incident Method:

In this method, there must be lists of statements identifying and describing incidents where employees have done an effective good performance or a wrong ineffective performance that they need to improve it. All the wrong and right behaviors to the employee recorded in his file so at the end of the rating period, the raters referred to the employee's file and evaluate his performance.

Advantages:

This method gives proves to help the rater when having a discussion with an employee about his performance.

Eliminate employee's bias.

This method is easy to identify from the different incidents if the employee is effective or not.

Disadvantages:

Sometimes the good behavior is not noticeable as the bad behavior.

Sometimes the employee has good incidents that are equal to the bad incidents, so it becomes hard to evaluate him.

The raters likely to record complaints more which it may affect the appraisal badly.

3. Checklists and Weighted Checklists Method:

In this method the rater use a checklist that consists of statements that identify and describe a certain job so each job has an employee who is little familiar with it. Each statement attached with different weight to evaluate an employee performance by checking if his behavior is effective as the statements or not. So then the rater checks the paper of statements averaging the employee's weights for the performance appraisal.

Advantages:

This method is the most used method in performance appraisal because it is easy.

It improves the employee's performance because it focuses on the employee's behaviors, skills and final results.

A positive thing about it that the raters have to describe the behaviors rather than evaluate it which it makes it easy.

Disadvantages:

This method costs a lot of money and time.

The rater sometimes bias in writing negative behavior much than good behavior.

It is hard for the manager to analyses a lot of statements about the employee's behavior, skills and characteristics.

A-6:

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It is important to conduct the performance appraisal of the employee and it is an effective process to do when managing. To conduct a performance appraisal you have to go through some processes and the following part will outline the process of conducting a performance appraisal as been cited by Larkins, (n.d) in ksl-training.co.uk:

1. Prepare the employee for the performance appraisal. Before having the meeting to do and write the performance appraisal, the supervisor should have a primer meeting with each employee to inform and discuss with him/her what will happen in the performance appraisal, besides reviewing the appraisal template which refers to the job description. In addition, the supervisor should tell the employee about what he is going to be appraised including the tasks and essential functions. Adding to that, the supervisor should put in mind different kind of questions such as:

What does the employee think has gone well or not and why? Any aspects that could be developed in the future related to the job? Is the employee satisfied with its relationship with the manager?

And other questions related to the employee.

2. Preparation for the supervisor to do the performance appraisal considering designing a form for the performance appraisal and include all the information needed such as, the employee name, the data of the performance appraisal, job description and responsibilities, goals from the organization plan, needed skills, evaluation system and space for the employee to comment. In addition, preparing a set of questions that the supervisor would ask about the employee performance such as:

How well was the employee since the last performance review? What achievements has the employee achieved? Any additional tasks that the employee did? Have there any factors outside the employee control that affected his/her

performance?

And other questions that the supervisor could wonder about.

3. Choose the appropriate place and time for the performance appraisal review. The supervisor should arrange the best time for both the supervisor and the employee to have the meeting considering how long the meeting is going to be and the best time of the day to hold the meeting. In addition, the supervisor should choose the best place for the meeting with making sure that there are no interruptions, and it is a privet place and got a good environment to hold a meeting.

4. Make sure you take your time in collecting the all needed data. Prepare yourself for the performance appraisal meeting and ensure you remember all the necessary information and they are fresh on your mind.

5. Hold the performance appraisal meeting. Spend the first minutes communicating with the employee to break the ice and make him/her feel comfortable to go into this meeting. Discuss the structure of the meeting with the employee and ask him/her of what they want to get out of the meeting to encourage them to be a part in this meeting.

6. Review the performance of the employee for the last year and compare it with the planned one. For example, set all the achievements that the employee has done and what he/she

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was supposed to do, compare between them and explore how and why did not happen? In addition, look at all the internal and external factors that affected the employee performance and set objectives to improve and develop the employee performance for the next year appraisal.

7. Focus on the outcomes of the performance appraisal for the employee by identifying the areas needed to be improved to reached to the satisfactory level or to perform more effectively to meet all the needed responsibilities and reach the level that is needed to be promoted or to be a “role model” for the other employees in the organization and coach them.

8. Summary the organization achievements and the future plans to the employee. Outline what have been done the last year and what are the objectives for the come in year by involving the employee in giving his/her opinion. Check what has been done in the meeting with the employee and thank him/her for contribution. Besides that, try to take some feedback from the employee by asking him/her some questions such as:

How the meeting has gone? What could change in the next meeting?

9. Document what have been done in the performance appraisal review. Document all the outputs and ask from the employee to review it again to make sure that all the content from the discussion is correct.

10. Apply what has been agreed on the performance appraisal. Provide all the things that you have promised to do such as training courses and review the improvement in the employee performance. In addition, solve all the internal factors that have been affecting the employee performance. Finally, do ongoing reviews during the year to ensure that the performance of the employee is developing.

B-7:Marwa's part

A. definition of constructive feedback:

Constructive feedback is defined as “Communication which alerts an individual to an area in which his/her performance could improve” (“Managing Groups and Teams/ Glossary”). In fact, constructive feedback is not considered as criticism or based on blaming others, or sending aggressive feedbacks and reactions to people, but it has always positive and direct messages to be understood and followed by receivers correctly and professionally. Furthermore, constructive feedback is known as communication that brings to an individual’s attention an area in which their performance in work could improve, in a manner that assists the individual to internalized, understand and apply the information (“Constructive Feedback”). Constructive feedback could be defined as a feedback which helps leaders, managers and administrations to reach goals they want beside expressing pleasant and glory to people in life generally, specifically to business staff (“Definition of Constructive Feedback?”). In addition, this kind of feedback is known as the feedback which has certain characteristics that differentiate it compared by other kinds of feedbacks, these characteristics are:

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a) given with the goal of improvementb) punctualityc) honestyd) respectfule) clearancef) issue-specificg) Having clear and possible targets to achieve.h) Being supportive for othersi) motivatingj) action-orientedk) solution-orientedl) having good communication skills

(“Wilhelm”)

B-8: Marwa's Part

An explanation of :

The difference between constructive and destructive feedback :

The following table is explaining the exact differences among constructive and destructive feedback:

In terms of Constructive Feedback Destructive feedbackDefinition Constructive feedback is defined

as “Communication which alerts an individual to an area in which his/her performance could improve” (“Managing Groups and Teams/ Glossary”). Furthermore, constructive feedback is known as communication that brings to an individual’s attention an area in which their performance in work could improve, in a manner that assists the individual to internalized, understand and apply the information (“Constructive Feedback”).

It is defined as defeating people’s performances in order to motivate them to do a better

job (“What Is the Difference between Constructive and

Destructive Feedback?”). Also, it is giving feedbacks which do

not resolve any employee’s performances issues and cause

feeling beaten down emotionally for employees.

(“Destructive Feedback?”).

The followed behaviors Respecting receiver. Giving positive impact

for receivers or employees.

Being aggressive while giving feedback to receivers.

Giving negative impact

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Being flexible with receivers of employees while giving the constructive feedback.

for receivers or employees.

Being tough and restrict with receivers of employees while giving the destructive feedback.

Examples on each kind of feedback

If there is a bad employee performance inside BLC company for example, the manager should follow particular procedures in order to give him/her good constructive feedback :

a) First of all, the manager will first of all collect all the required information that he need to give the feedback on that employee’s performance, then he should choose the right time that he could talk to the employee alone in order to not embarrass the employee in front of other staff, so the manager can ask the employee to come to his office in order to give him the feedback.

b) Also, the manager will be honest, respectful and he should giving clear feedback.

m) Furthermore, the manager will in this situation be very specific while talking, so he/she should not talk about anything else than giving the feedback that benefit the employee. issue-specific

n) The manager will have clear and possible targets to achieve.

o) He should also be

If there is a bad employee performance inside BLC company for example, the manager will be:Not respectful while giving this kind of feedback.He might not collect all the required details for giving the feedback. He might be also more emotional, so he/she might not be specific while talking and giving the feedback to employees.

Furthermore, the manager might not have a clear target behind giving destructive feedback.

a) In addition, the manager will not be supportive for others.

b) Besides that, the manager will not :

c) Be motivated.d) Be action-orientede) Be solution-orientedf) have good

communication skills

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supportive for others.p) Besides that, the

manager will :q) Be motivated.r) Be action-orienteds) Be solution-orientedt) have good

communication skills

The better feedback Constructive feedback is better than destructive feedback as the following reasons:It is not embarrass employeesIt encourages employees to improve their performances.It benefits employees more than the destructive feedback.It assists to destroy any barriers between employees and managers in any business.

Destructive feedback is not better than constructive feedback due to the follow reasons: It is embarrass employeesIt does not encourage employees to improve their performances.It does not benefit employees more than the destructive feedback.It does not assist to destroy any barriers between employees and managers in any business.

(Morris, 2011)

B-9:

There are many strategies to give constructive feedback that would help the employees in improving

their performance in the workplace because the feedback is an essential key for informing the

employees where they are and where to go next. Some of the giving strategies as cited by Linaman

are:

1. Choose an appropriate place and time to give feedback. When giving a feedback try to

make it as privet as you can and choose the right environment to talk in and even the time

where the employee is not busy in other work.

2. Be descriptive and objective and do not include your personal feelings. Describe what has

been happened rather than judging if what happened was right or wrong. For example: “You

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show a high level of confidence when you answer the customer question” rather than “You

have good communication skills”.

3. Focus on observation rather than inference. Give feedback about what you have seen or

heard about the employee behavior which observation, rather than giving feedback about

your feelings and personal interpretations to what you have seen or heard about the

employee behavior.

4. Give feedback with focusing on the behavior not the person. Choose words that describe

the behaviors such as adverbs rather than choosing words that describe the actions like the

adjectives. For example: “You talk noticeably in the meeting” rather than “You talk too

much”.

5. Be balanced in giving feedback. You have to be aware of the number of the positive and

negative feedback and make them balanced because if you choose to give only one kind of

the feedback or one kind was more than the other the employee will distrust you and the

feedback will be useless.

6. Give the other part the opportunity to respond. After telling a feedback, remain silent to

give the other person the opportunity to show a react and ask for more explanation if

he/she did not understand.

On the other side, there are many strategies that are used when receiving a feedback. Choosing the

right strategies when receiving a feedback makes you understand the right thing behind the

feedback and make you improve what was misplaced. Some of the receiving strategies that is

written by Poertner& Miller are:

1. Truly listen to feedback and learn from them. When someone is giving you a feedback listen

to it carefully and do not interrupt him/her. In addition, keep feedback as point of view and

try to learn from all the feedback you get, even the once are not presented well.

2. Be self-confidant when you receive a feedback. Stay calm and know that all the feedback

you will get is a way to improve and develop your performance and self to reach your goals.

Besides that, choose a good voice tone and eye contact with smiling to the other part to let

him/her knows that you want to hear the feedback.

3. Ask questions if you did not understand something. Do not be afraid or shy to ask questions

for more explanation or more details because when you get the right meaning of the

feedback you would be able to develop yourself.

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4. Give some suggestion for future actions. Feedback is not giving for a past performance; it is

giving to help in developing the future plans and sharing information. Discuss what you think

with the other part to reach to an effective action or plan to occur it in the future.

5. Thank the person who is giving you the feedback. Show to the other person that you

appreciate his/her effort to give you a feedback because it requires courage from a person

to give a feedback and thank him/her for the time it took to prepare and tell a feedback.

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References:

Reference:

Definition of constructive feedback?. (n.d.). Retrieved from http://www.ask.com/question/definition-of-constructive-feedback

Destructive feedback?. (n.d.). Retrieved from http://www.ask.com/question/destructive-feedback

humanresources.hrvinet.com. (n.d). Purpose of performance appraisal. Retrieved on 28 of May 2013 at 11:59AM from http://www.humanresources.hrvinet.com/purpose-of-performance-appraisal/

ioresearch.net. (n.d.). "Creating a performance appraisal system (PA) is a multi-step process where accuracy is the key component". Retrieved from: http://www.ioresearch.net/resources/tip-5

Larkins, K. (n.d.). Performance appraisal methods. Retrieved from

http://www.ksl-training.co.uk/free-resources/performance-management/

performance-appraisal-methods/

Linaman, T. (n.d.). 10 tips for giving effective feedback. Retrieved from

http://www.evancarmichael.com/Business-Coach/2628/10-Tips-for-Giving-Effective-Feedback.html

Methods of performance appraisal. (n.d.). Retrieved from

http://www.openlearningworld.com/books/Performance and Potential

Appraisal/Performance and Potential Appraisal/Methods of Performance

Appraisal.html

Morris, C. (2011). How to offer constructive feedback. Retrieved from

http://cpmsper1.pbworks.com/w/page/27679689/How%20to%20offer%20constructive%20feedback

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http://www.openlearningworld.com/books/Performance%20and%20Potential%20Appraisal/Performance%20and%20Potential%20Appraisal/Methods%20of%20Performance%20Appraisal.html





http://www.ksl-training.co.uk/free-resources/performance-management/performance-appraisal-methods/

http://www.ksl-training.co.uk/free-resources/performance-management/performance-appraisal-methods/

http://www.humanresources.hrvinet.com/purpose-of-performance-appraisal/

http://www.humanresources.hrvinet.com/purpose-of-performance-appraisal/

http://www.ask.com/question/destructive-feedback

http://www.ask.com/question/definition-of-constructive-feedback


Performance appraisal tools and techniques. (n.d.). Retrieved from

http://www.managementstudyguide.com/performance-appraisal-tools.htm

Poertner, S., &Miller,K.(n.d.). The art of giving and receiving feedback. Retrieved

from

http://www.trainingsolutions.com/pdf/feedback.pdf

Slideshare.net. (18 Sep 2010). "Five Criteria for Effective Performance Management".

Retrieved from: http://www.slideshare.net/tongmd/performance-management-5227831

Stone, T. (n.d.). Performance appraisal methods . Retrieved from http://www.explorehr.org/articles/Performance_Appraisal/Performance_Appraisal_Methods.html

What is the difference between constructive and destructive feedback?. (n.d.). Retrieved from

http://www.ask.com/question/what-is-the-difference-between-constructive-and-destructive-feedback

Wilhelm, L. (n.d.). Characteristics of Good Constructive Feedback. Retrieved from

http://www.expressyourselftosuccess.com/the-importance-of-providing-constructive-feedback/

zeepedia.com. (n.d). Performance appraisals: Formal appraisals, informal apprasials. Retrieved from http://www.zeepedia.com/read.php?performance_appraisal_formal_appraisals_informal_appraisals_introduction_to_public_administration&b=47&c=24

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http://www.zeepedia.com/read.php?performance_appraisal_formal_appraisals_informal_appraisals_introduction_to_public_administration&b=47&c=24







http://www.explorehr.org/articles/Performance_Appraisal/Performance_Appraisal_Methods.html

http://www.explorehr.org/articles/Performance_Appraisal/Performance_Appraisal_Methods.html

https://webmail.polytechnic.bh/owa/redir.aspx?C=VT6yrJ1-u0Kl0mJUlgMHoF4gHuYHMdAIggxG26bORab5SZZ2FU4AdrJSZzBUiJOXdq1RgRcNcAQ.&URL=http%3A%2F%2Fwww.slideshare.net%2Ftongmd%2Fperformance-management-5227831

https://webmail.polytechnic.bh/owa/redir.aspx?C=VT6yrJ1-u0Kl0mJUlgMHoF4gHuYHMdAIggxG26bORab5SZZ2FU4AdrJSZzBUiJOXdq1RgRcNcAQ.&URL=http%3A%2F%2Fwww.slideshare.net%2Ftongmd%2Fperformance-management-5227831

http://www.trainingsolutions.com/pdf/feedback.pdf

http://www.managementstudyguide.com/performance-appraisal-tools.htm


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The Individual Contribution

Zainab Nasser 201101711

What the Supervisor Should Have DoneWhat Was Wrong- She should have been ready for the

meeting.- She should have been prepared the

questions she wants to ask.

She was not prepared for the meeting. She looked to her clock surprised! 1

She should have shown the girl some interest for the job and the performance appraisal so she gives the girl a good impression about herself and the company.

She doesn't show interest to the job and to the meeting, she just want to finish the meeting fast. "Let's get that out of the way"!

2

She should have remembered all the performance year either by using her brain memory or by having monthly papers about the girl performance so she can take a look at them before the meeting.

She can't remember the past performance over the year for the girl. So how can she appraisals her?

3

She should have taken the papers and read it so then she can appraisal the papers and see if there is something wrong.

She doesn't scrutinize on the required papers."The girl said she has the job description papers but maybe it's not relevant. The supervisor said: as long you have got one that’s fine!" without even looking to the papers.

4

She should have told the girl bout her mistakes when she was working so she can correct it and work better.

She forgot to mention important things about the girl performance. She doesn't tell the girl about her mistakes when she was working, she waited until the appraisal to tell her that she used to do something wrong. " you do this this & this but we are not happy about that, that &that"

5

Looking to the watch shows the one who you are sitting with hem that you don't have time. So then he feels nervous and sometimes angry because it means that you want to get rid of him fast.

- She should have not looked to her watch. At least she can see the time in the laptop so the girl doesn't feel.

She always looks to her hand watch."She looked to her watch and said: is there is anything else?"

6

She should have answered the girl question.

She doesn't answer the girl question when she asked her how much she fits to the organization.

7

How can the supervisor work for the company when she doesn't know what the company goals are and future plans?

She is not quite sure about the organization directions."The girl asked her about the

8

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- She should have known more about the company.

- She should have not told the girl that she is not sure, but answer the question in a diplomatic way.

organization goals and its future plan".

- She should have shown some respect to the girl.

- She should have not said that she is busy.

- She should have not said about the job is a problem and a fuzzy stuff because it is not properly to use these words in a performance appraisal.

Being careless and let the girl feel that she doesn't really care."The girl asked her about her future prospects and she answered her: send me an email, I am too busy to look for fuzzy stuff, I'll send it to the HR so it becomes them problem".

9

- She should have putted her phone silent or even off.

- She should have not text back in the middle of the performance appraisal.

Being busy with the ringing phone + texting.10

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Fatima Obaid 201101371

After seeing the video clip “Case Study Video Clip” on Moodle, I am going to point out some of the wrong things that the supervisor did during the performance review. Besides, I will show what the supervisor should have done to handle the performance appraisal better.

1. The first thing that the supervisor did wrong was not preparing for the meeting. When the employee first knocked on the door, the supervisor remember that she has a meeting for doing a performance appraisal while she was busy doing other work and forget the meeting time. In addition, the supervisor was reading the measuring criteria while doing the performance appraisal and did not read it before to be prepared for the meeting. In this case, the supervisor should have been prepared for the meeting through reading the measuring criteria and pointing what she wants to know about the employee’s performance. Besides, the supervisor should know at what time the meeting is going to be and make sure that she is not having any work at that time to focus on the performance review. Over all, the supervisor should be prepared well for the meeting with the employee to do the performance appraisal and have to know all the things that are related to this case.

2. The second thing that the supervisor did wrong was in welcoming the employee. Saying “let’s get this out of the way” for an employee in the beginning of a meeting is not an appropriate way to start the meeting, because it is not a good way to welcome the employee and it shows that the supervisor busy and does not have the time for these kind of things. Besides, it shows that the supervisor is not interested in doing the performance appraisal.In this case, the supervisor should not use this kind of speech to start the meeting. She should welcome the employee well and show her interest in doing the performance appraisal that would help in improving the employee’s performance. In addition, even if the supervisor does not have the time to do the performance appraisal, she should not have been shown it to the employee so the employee could feel comfortable and welcomed to do performance review.

3. The third thing that the supervisor did wrong was not making sure that the employee has a relevant job description. Even that the employee said that her job description is out of date, the supervisor did not check it or even see it or make sure that the employee is not lying about having it. The supervisor just put tick on the boxes. Besides that, the supervisor put ticks on boxes without asking questions to finish the meeting quickly. In this case, the supervisor should make sure that the employee has a job description through waiting the employee to give it to her and see it. Besides, she should look at it with the employee to ensure that the job description is relevant to the employee’s job and ask for another job description if it is not relevant or out of date. In addition, the supervisor should ask questions before putting ticks on the boxes to make the performance review accurate.

4. The fourth thing that the supervisor did wrong was pointing that she does not remember the past performance of the employee for the whole year and she only remembers the past

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couple months. And she did the performance appraisal for the employee referring to the last two months instead of what is supposed which the whole year. In this case, the supervisor should make sure that she knows the performance of the employee that she will do the performance review for him/her for the whole year. And in case she will forget something, the supervisor has to write it done to not forget it. Besides that, doing the performance appraisal every six months make it easier for the supervisor to remember the employee’s performance rather than doing once in the year.

5. The fifth thing that the supervisor did wrong was when pointing the things that the employee did really well and the things that she is not happy about. The supervisor uses the terms “you got this, this and this really well, and am not happy about that, that and that”. Instead of telling the employee the exact things she did wrong, the supervisor was using the word this, this and this. Besides that, the employee was wondering why the supervisor just points that she is not happy about cretin things related to the employee’s performance and did not tell the employee before about it.In this case, the supervisor should tell the employee about the exact things that she is not happy about and it could print them to the employee to make it clear for him/her to not make the mistake again and improved his/her performance. In addition, the supervisor should not collect the mistakes and tell the employee about them in the performance appraisal every year, she should inform the employee about anything she is not happy about in the moment she notice it so the employee could improve his/her performance.

6. The sixth thing that the supervisor did wrong was when the employee tells her that she is not really good in creating spreadsheets and that she is wondering if she needs some training. The supervisor did not care about that and tell the employee to send an email to the HR department because they care about these kinds of staff and put tick in the HR box without making sure if the employee needs a training or not or even if the employee will send an email to the HR.In this case, the supervisor should check with the employee if she needs a training course for the spreadsheets and email to the HR department and tells them about that not depending only on the employee. In addition, it is the supervisor job to look after the employees work and make sure that they are doing the right job and the supervisor should not give his/her job to other to do it.

7. The seventh thing that the supervisor did wrong was looking at her watch and asking the employee if there is something else, which shows that she wants to finish the review and that she is busy.In this case, the supervisor should not look at her watch when the employee is talking to her because it will show that she wants to finish the meeting quickly and that she is not caring much about it. Besides that, she has to ask the employee if he/she has something else to discuss in a good attitude not as she wants to end the meeting.

8. The eighth thing that the supervisor did wrong was when the employee wants to know more about the organization’s goals and if she actually fits with the organization goals and plans. The supervisor answer this question by telling the employee not to worry about that cause

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and it is the supervisor job as a manager to be on the top of these sorts of things and that she is not sure about what the company do its-self.In this case, the supervisor should not tell the employee that she is not sure about what the company is doing and she have to be prepared for that kind of questions from the employee. In addition, the supervisor should have a clear view about the organization goals and plans and tell the employee how he/she is going to be a part to reach these goals and plans.

9. The ninth thing that the supervisor did wrong was not answering on some of the employee’s questions about the future prospect and trying to end the meeting by telling the employee to send her an email because she is too busy now to focus on fuzzy staff. Besides, the supervisor said the she will send it through to the HR to become their problem.In this case, the supervisor should answer all the employee’s questions and do her job in an appropriate way. In addition, the supervisor should show her interest in providing help for the employee in anything that could be fuzzy to him/her. Besides that, she should do her job and not through it to other to do it.

10. The tenth thing that the supervisor did wrong was not putting her phone on silent or switching it off. The supervisor phone interrupts the meeting and the supervisor did not apologize about that, but she started texting on it while the employee was talking to her and when she finish texting she tells the employee see you next year without asking her if she has any questions and left quickly.In this case, the supervisor should switch her phone off or put it in the silent mode so it did not interrupt the meeting. Also, she should not text to other people while the employee is talking to her and she has to listen to employee. In addition, she has to use a good way to end the meeting and asks the employee of she has more questions to be answered and not leaving quickly even before the employee.

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What was wrong with the performance review

What the supervisor should have done to handle it better

The boss was not prepared to have the meeting with the employee.

The boss should have to be prepared and waiting to meet the employee.

The boss used improper words to express her opinion about doing the performance

appraisals.

Even if the boss does not like to do a specific task she should not show that to the

employees and appear a respect for the things because others may see it very

important to them.

The boss began directly with discussing the performance appraisal.

The boss should have welcomed the employee and reduce the stress that she is

feeling.The boss ticked the box in the checklist of

getting a job description from the employee without even looking at it.

The boss should check the documents and the papers required before ticking the boxes

in the checklist that the boss has. The boss does not have a record and

documents for the employee performance for the last year so she will evaluate the

employee based on the recent moths that she remember.

The boss should have some records and documents that show the employee's

performance for each year so when the meeting comes the boss can evaluate the

employee' performance fairly. The boss is trying to finish the meeting with

the employee quickly which did not take two minutes.

The boss should give the employee some time to ask about all the questions that she

has in mind.The boss did undesirable behavior which is to keep looking at the watch and that may make

the employee feels unwelcomed.

There are many proper ways to end the meetings with the employees but keep looking at the watch is not one of them.

The boss threw some of her tasks that she is responsible of, to the HR department and

that when she said " I can email the HR so it becomes its problem."

The boss she be in charge of her tasks and does not use her position to reduce her work

and increases others.

The boss's phone rang in the middle of the meeting and instead of apologizing she kept

checking her phone for a while.

The boss should have switched off her phone or put it on silent because she has a meeting

even if she does not see it important, that does not mean that this meeting is not

important for the employee.

The boss does not know the company's goals and future plans.

The first thing that an employee should know is all about the firm's vision, mission, goals and future plans. So for a manager it is a

shameful thing to not know what the company aims to achieve.

The employee asked about the company's goals and future plans but the boss replied

that it is just a managers' thing.

It is a big problem when the whole crew of the company has no idea about the aim of the working that they are conducting. The boss should not ask in the meeting the employees about the company's goals and aims and keep reminding the staff with them So they would have a background about their firm and know what they are doing and why

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Nade Salman

The Individual Contribution

Nada Salman

201100832

This timetable is showing the wrong sides of the performance review that the rater did in the video,

and what should have been done instead.

No. What was wrong What should have been done

1 The rater was not ready to do the

performance appraisal for the employee.

She should have been prepared before

the employee came into the office.

2 The rater was working and typing on her

laptop while talking to the employee.

She should have been focused when

talking to the employee and give her

some respect.

3 The evaluator is not aware with the

importance of the performance

appraisal.

She must be an expert and aware of the

appraisal objectives.

4 The evaluator was careless and not

measuring the employee's performance

properly.

The employee's performance is needed to

be measured properly and accurately.

5 The rater talked too much and didn’t give

the employee an opportunity to speak.

The appraisal should be a two way

process and the employee have the right

to speak and defend her/himself.

6 The evaluator didn’t care or give any

attention that the job description is out

of date.

An updated job description is very

important to make sure that the

employee is satisfying the current job

requirements.

7 The rater couldn’t remember the past

performance of the employee and she

did the appraisal anyway!

It is very important to look at the accurate

performance of the employee to rate it

properly.

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8 The evaluator gave the negative points to

the employee without explaining them or

notifying the employee about them

before.

The employee must be notified before

with the wrong attitudes to give her/him

the opportunity to improve and explain

the reasons.

9 The appraiser didn’t write any note of the

training that the employee asked for.

Highlighting the weaknesses is one of the

appraisal objectives to provide the

suitable training for the employees.

10 The appraiser kept looking at her watch

and wanted to end the appraisal meeting

without covering all the areas.

She should have been more polite, and

the meeting should take a longer time to

cover the appraisal areas.

11 The evaluator doesn’t know the

organization's vision and goals.

Every working member of the company

must know the goals and especially the

appraiser; in order to measure how is the

employee is fitting with the goals.

12 The appraiser phone rang when the

employee was talking to her, and she

picked it up anyway!

No phones should be allowed during the

appraisal meeting.

13 The evaluator didn’t care about the

employee's future

She should have shown more concern

about the employee's future and

motivate her to do a better job or keep

the good work up.

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Documents

Progress Report€¦ · Web viewDifferent uses of the performance appraisals, such as administrative use : During the performance appraisal meetings the manager would be capable