Process of Monitoring Appraisal System
The practice of monitoring employees while they perform their jobs through the use of surveillance cameras, telephone monitoring, or computer monitoring is growing in popularity. An automated system even tells the employee when to take breaks. More companies are turning to some form of monitoring regarding workers’ online behavior. They probably should. The reported rates of on-the-clock, online cruising are rather alarming.
Most companies maintain that such performance monitoring is an acceptable and ethical means for gathering information about performance and other aspects of work. Information from electronic monitoring should be incorporated into the full performance management system.
Employees don’t like most electronic monitoring. Offering those who are to be monitored input into the monitoring process reduced invasion of privacy concerns. And team leaders are more likely to monitor performance in secret when there is a low level of trust in a work group. In addition, team leaders tend to increase their level of electronic monitoring over time.
In an effective organization, assignments and projects are monitored continually. Monitoring well means consistently measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their goals.
Regulatory requirements for monitoring performance include conducting progress reviews with employees where their performance is compared against their elements and standards. Ongoing monitoring provides the opportunity to check how well employees are meeting predetermined standards and to make changes to unrealistic or problematic standards. And by monitoring continually, unacceptable performance can be identified at any time during the appraisal period and assistance provided to address such performance rather than wait until the end of the period when summary rating levels are assigned.