Performance Appraisal Tutorial | Overview of performance appraisal

Overview of performance appraisal

Performance appraisals are one of the most effective supervisory tools to communicate expectations, provide feedback, plan work, acknowledge contributions, and help employees gain the skills to be successful. They are especially important for Officers of Administration who often provide leadership to students, staff and colleagues in meeting the university’s mission and goals

Four different performance management planning and review formats are provided as part of the university’s officer of administration (OA) performance management policy.  The variety of formats is provided so that supervisors and OAs can select a format that best suits department needs and specific OA responsibilities.   Departmental managers may also revise one of the four review formats or develop their own.  In that case, consultation with Human Resources staff is encouraged to support consistent and equitable OA reviews.

The review formats include common elements, including support of university initiatives, such as diversity, compliance with legal and regulatory requirements, and expectations regarding ethics and stewardship of institutional resources.  In addition, each format includes discussion of professional development needs and goals, an important component of.  The university’s “Professional Development and Training Policy,” which articulates the institution’s commitment to employees’ professional development, can be

Annual appraisals for OAs are required by the university president and vice presidents. This is especially important in the first few years in a new position to ensure clarity on expectations and performance.

Two Types of Performance Appraisals

Examples of performance appraisal systems:

    • Balanced Scorecard is a strategic method that divides an organization’s objectives into four categories: financial, customer, operational, and people. The objectives will be listed under each category and will give the organization and employees a visible guide on performance goals. It ties objectives straight to the organization’s vision and forces managers to really think about performance management.
  • 360 degree feedback is another type of strategy that is based upon providing employees with confidential, private, and anonymous feedback from managers and coworkers. Around eight to twelve co workers will give feedback about the employee’s performance through an anonymous feedback form that contains questions on workplace competencies. Questions will be asked through a rated scale and written comments can be added.

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