Developing an Employee Evaluation
In a business organization, the long-term feasibility of the business depends on its performance evaluation ability of employees and examination of personnel contribution in the achievement of the evaluated goals. The evaluation therefore, aims at providing a quantitative measure in determining the level of conformity between the defined standards and the actual job output and also communicates to the employees on the results (Mathis and Jackson, 2007). A system of employee evaluation that is effective plays a major role in promoting the institutional development of an organization and the personal development employees. The system of employee evaluation is used widely in administrating salaries and wages, giving feedback on performance and identification of individual weaknesses and strengths. The two roles of employee evaluation in an organization are identifying and planning employee’s growth and administrative decision making about employees.
Developing, improving and maintaining an employee evaluation system is not an easy or a straight forward action due to factors such as motivations, skills, support from management, organizational relationship or nature of work that affect employee’s performance. The following series of decisions should be considered by management when developing a system of employee evaluation: The evaluation process should be designed by whom, who evaluates who, Evaluation results should be reviewed by who, and how results of evaluation can be exploited. The following are some of the methods that can be used in employee performance measurement: comparative methods, category rating methods, narrative methods and behavioral or objective methods (Mathis and Jackson, 2007).
As shown in the figure below Evaluation on employee performance is directly linked with the organizational strategy.
The real world application presented relates to a Greece private general hospital which has had a significant growth in the last years. The application illustrates a methodology application for the development of a system of employee evaluation and points out a healthcare organization distinguished characteristics (Mathis and Jackson, 2007).
When appraising the set of employee evaluating criteria several performance extents are considered. These include the quality or timeliness of output, the quantity, the cooperativeness and the presence at work since the performance evaluation process focuses on the individual employee contribution to the organization (Mathis and Jackson, 2007). Since each employment position has specific work performance dimension it is not possible to appraise a universal set of employee evaluation criteria. Managers in an organization receive trait-based, behavior-based and result -based information about employee’s performance.
The assessment of the criterion of evaluation is based on previous pertinent studies and on an interactive communication process with the management of the healthcare organization (Gliddon, 2010). Significant efforts have been made during the assessment procedure to ensure that the evaluation criteria are adapted in the hospital’s particular characteristic. . For example reflecting the vision of an organization and taking into account the different job position aspects.
The criterion of evaluation is grouped into four main dimensions which are work content, practice, efficiency and quality or communication. The work content involves employee skills, the willingness to be informed and follow a work progress subject, leadership and quality of work output. The work practice involves employee reliability consistency and initiatives. Work efficiency involves timely completion of tasks, adaptability, receptivity to guidance and response of an employee when working under pressure. Work quality involves administrative department’s cooperation, communication with patients, patient orientation and willingness to improve the image of the organization.
Most evaluation criteria are common to all employees but are adapted to special characteristics of different job position giving the ability to develop an evaluation framework that is uniform and perform more comparison analysis. Some criteria however differ according to each job position. For example only the heads of department are attributed to leadership concerns.
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