Unformatted text preview: 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 How Will Performance be Appraised? Results officer wrote 32 traffic citations officer received 3 complaints officer actively monitored the speed of traffic officer was polite to each motorist attentive courteous Behaviors Traits Types of Rating Scales Performance based exceeds expectations meets expectations Normative based above average average Frequency based always sometimes Radio Procedures
___ ___ ___ ___ ___ ___ ___ ___ ___ ___ 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 4 3 2 1 Consistently exceed requirements, no improvements needed Exceeds most requirements Usually meets requirements, acceptable performance Usually meets most requirements, but needs much improvement 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
100 90 80 70 60 50 40 30 20 10 0 Behavior Stored 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 semiannual 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 EmploymentatWill 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 jobrelated Documented failure to meet the standard critical incident logs work samples performance ratings Progressive discipline EmploymentatWill Doctrine Concept Limitations AtWill Statements federal or state law public policy or interest implied contracts covenants of good faith and fair dealing ...
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- Psychology, supervisor, critical incident logs, behaviors Unusual behaviors