Improving Professional Performance

Solution Preview

This information is for research purposes only and is not to be used in its entirety for assignment submission:

The performance reviews of all supervisory personnel from senior administrators to first-line supervisors include a component focused on the quality, effectiveness, and results of the performance appraisal processes used by the supervisor in assessing the performance of those employees for whom he or she is directly responsible for.
In order to assist administrators carry out their performance appraisals responsibilities, Human Resource Services will provide the following support services:
? Opportunities for training supervisors including written materials, video courseware, and on-campus workshops.
? Periodic surveys in order to assess the overall effectiveness of performance appraisal processes and to identify opportunities for improvement.
? To maintain records of performance evaluations, the University requires annual certification that a performance appraisal was conducted for each employee. The Human Resource Services office will notify the responsible provost, vice president, dean or major administrator of any employees within their operating units who do not have on file an acknowledgment that a performance appraisal was received twice a year.
Framework for Performance Appraisal
Because of the diversity of functional units and jobs within our department and university wide, the university has not adopted a standardized appraisal system. Operating departments are encouraged to develop an on-going process of evaluation and a performance evaluation is given every six months with a review instruments that best fits the department and management culture. The basic components of the performance appraisal process that the University includes goals, objectives and criteria.
It is important that employees have a clear understanding about what part of their performance is appraised and how it will be measured. Performance can be measured according to previously established and mutually understood goals between the employee and the supervisor. These goals should be challenging but attainable. Goals must be related to the core responsibilities defined on the employee's Position Information Questionnaire (PIQ).
After the goals and objectives are established, criteria against which the employee's job performance can be evaluated are agreed upon. Criteria are the indicators of successful performance on the job. Good performance goals, objectives, and criteria that the university looks for are:
? job related ...