Communicating Expectations Through Job Descriptions Job title DOT or company code Brief summary Work activities Tools and equipment Work context Performance standards Personal requirements

Communicating Expectations Through Performance Appraisals

What is the Purpose Evaluating Employees? Feedback and training Personnel decisions merit pay promotions termination decisions Research Legal or certification reasons

Who Will Appraise Performance? Upper management Direct supervisor Peers Subordinates Support staff Customers/the public Vendors Self

How Will Performance be Appraised? Results officer wrote 32 traffic citations officer received 3 complaints Behaviors officer actively monitored the speed of traffic officer was polite to each motorist Traits attentive courteous

Types of Rating Scales Performance based exceeds expectations meets expectations Normative based above average average Frequency based always sometimes

___ Always uses proper codes and signals when sending information Radio Procedures Behavioral Elements ___ Always uses proper codes and signals when sending information ___ Always understands codes and signals when receiving information ___ Voice is clear and easy to understand in normal situations ___ Voice is clear, easy to understand, and does not indicate panic in high stress situations ___ Always follows proper radio procedures ___ Always monitors the proper channels ___ Always knows the location of all district officers ___ Never communicates improper information over the radio ___ Keeps control informed of current status ___ Treats communications officers with respect and courtesy Dimension Rating ___ 5 Consistently exceed requirements, no improvements needed ___ 4 Exceeds most requirements ___ 3 Usually meets requirements, acceptable performance ___ 2 Usually meets most requirements, but needs much improvement ___ 1 Does not meet minimum requirements, needs immediate and extensive improvement

Why Document Performance? Forces supervisor to look for behaviors Aids in recall during evaluation Provides examples to use when reviewing performance Provides concrete data to support personnel decisions

What We Tend To Remember First impressions Recent behaviors Unusual behaviors Extreme behaviors Behavior consistent with opinion

What We Tend to Forget Details The source of the information

Critical Incidents Are examples of poor or excellent performance Provide behavioral examples Are usually collected through logs Employee performance record can be used

Evaluating Performance Read critical incident logs Obtain and review objective data days absent tardiness complaints commendations accidents sales

Common Rating Errors Halo or Horns Range Restriction leniency strictness central tendency Location Errors proximity contrast

Low Rater Reliability Common rating errors Different standards and comparisons Observation of different behaviors

Consider Sources of Contamination Shift Geographic area Supervisor Peers Equipment Incentives Training Season/time of year

Making Attributions About Behavior Consensus Distinctiveness Consistency

Other Rating Issues Evaluation Frequency Formal vs. informal semi-annual annual more frequent during probation? Formal vs. informal

Effective Performance Appraisal Review Interviews Employee input prior to the meeting High level of employee participation Helpful supervisor attitude Focus on behaviors rather than traits Identification of solutions to problems Mutual setting of specific goals Consistent application of standards Rater is familiar with the employee’s work

Legal Reasons for Terminating Employees Public Sector Violation of rules Inability to perform Layoff Private Sector Employment-at-Will

Violation of the Organization’s Rules A rule must exist Employee must have known about the rule Violation of the rule must be proven Rule must be equally enforced Progressive discipline must occur

Inability to Perform Standard of performance concrete reasonable job-related Documented failure to meet the standard critical incident logs work samples performance ratings Progressive discipline

Employment-at-Will Doctrine Concept Limitations federal or state law public policy or interest implied contracts covenants of good faith and fair dealing At-Will Statements