Time taken to set up Deadlines for reports Turnover targets. Where do performance standards come from? Performance standards represent the level of performance and behaviour necessary for the job to be done successfully. They can be determined by management, although in some instances, such as where Management By Objectives is used, performance objectives may be set by both the employee and their manager. Performance standards can be determined by taking into account a variety of things such as: Personal observation of actual practice – either in the venue or at some other venue Past performance records Time-work studies
It ensures a written record of assessment has taken place, which will be used as the basis of other activities including comparison, performance evaluations, promotions, awards or basis for developing training programs. Developing checklists Checklists may be developed to assess procedures being implemented by staff and to monitor the condition of areas as part of scheduled inspections. Developing a dual-purpose checklist helps save time. You can assess staff performance at the same time as you monitor the condition of the area. When developing checklists it is important to: Ensure all aspects of the process or area are covered – legislated requirements, in-house practices, house standards and relevant documentation Talk to those who are performing and assessing the work to ensure nothing important is missed, to ensure the correct workplace sequence is adhered to and to factor in specific workplace techniques, problems and issues
may resent constantly watched . Forced choice This technique requires the to choose from a number of statements, for example the one that best describes employee’s behaviour on a number of job dimensions. A scoring scheme unknown to the rater can be used. Used where the selection of specially attributes is required and where an honest statement of whether that person has that attribute is needed. Pros: forces the rater to make an honest assessment; ease of use and understanding.
Cons: can be costly to design; questionable whether complex job behaviours can be reduced to simple phrases. 360º feedback This system requires the collection of opinions and feedback from supervisors, and others. Used to ascertain a broad range of performance examples. Pros: variety of feedback. Cons: bias and irrelevant factors considered.
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