STAFF PERFORMANCE APPRAISAL FORM

NAME: _________________________________________________ EMPLOYEE ID NO: __________________________ DEPARTMENT: ___________________________________ CLASSIFICATION TITLE: ___________________________ TYPE OF APPRAISAL: APPRAISAL PERIOD: ANNIVERSARY SPECIAL

FROM: __________________________ TO: ____________________________

This form must be returned to the Division of Human Resources by ________________. If the form is not received by this date, rating will automatically default to Achieves Performance Standards.
INSTRUCTIONS: This appraisal form must be completed by the immediate supervisor based on performance standards previously established. If the selected category is Achieves Standards the supervisor must indicate the level of rating: M=Marginal or P= Proficient. If the overall is Achieves Standards Marginal or Below Standards, the supervisor must contact the Employee and Labor Relations Department for assistance in implementing a Performance Improvement Plan.

ACHIEVES EXCEEDS STANDARDS STANDARDS

BELOW STANDARDS

P M

JOB KNOWLEDGE:

QUALITY OF WORK:

PRODUCTIVITY:

DEPENDABILITY:

ATTENDANCE:

RELATIONS WITH OTHERS:

COMMITMENT TO SAFETY: SUPERVISORY ABILITY: (applicable only to designated supervisor positions) OVERALL APPRAISAL RATING: (one CATEGORY must BE CHECKED)

RATING FACTORS
THE FOLLOWING ARE CONDITIONS THAT SHOULD BE CONSIDERED WHEN ASSESING THE EMPLOYEES PERFORMANCE:

JOB KNOWLEDGE: In depth knowledge of all requirements of the job. How well does the employee understand all phases of the job as defined by the performance standards set for the position? QUALITY OF WORK: Accuracy and neatness. Does the employee produce a high quality work product? Is quality work a priority for the employee? PRODUCTIVITY: Consider employees ability to prioritize and organize work effectively to meet assigned deadlines. Were assignments timely completed and appropriate follow-up implemented? Is the employee a self starter? DEPENDABILITY: Employee needs little or no direction. To what extent can the employee be relied upon to carry out instructions; and the degree to which the employee can work with limited supervision? ATTENDANCE: Attendance and punctuality are very important in maintaining a normal work load and efficient schedule. Employees are expected to report to work regularly and be ready to perform their assigned duties at the beginning of their assigned work shift. Is the employee absent frequently? Are the absences affecting his/her performance? Does this pattern constitute a hardship on the work environment? RELATIONS WITH OTHERS: Consider employees abilities to maintain a positive and harmonious attitude in the work environment. How well does the employee relate to the supervisors, co-workers and the broader University community. COMMITMENT TO SAFETY: To what extent has the employee adhered to the recommended safe work practices, participated in safety training programs; and contributes to the recognition and control of hazard in his/her work area. SUPERVISOR ABILITY: In the evaluation of this factor, consider the employees ability to organize, plan, train, delegate and control the work of subordinates in an effective manner.

LEVELS OF PERFORMANCE
THE EMPLOYEE S PERFORMANCE SHALL BE RATED IN ONE OF THE FOLLOWING CATEGORIES: EXCEED PERFORMANCE STANDARDS: An evaluation resulting from overall performance which is significantly above the performance standards of the position. ACHIEVES PERFORMANCE STANDARDS PROFICIENT: An evaluation resulting from performance which fully meets the performance standards of the position. ACHIEVES PERFORMANCE STANDARDS MARGINAL: An evaluation resulting from performance which barely meets the performance standards of the position. The supervisor must contact the Division of Human Resources to initiate a Performance Improvement Plan, which must be completed jointly by the employee and the supervisor. BELOW PERFORMANCE STANDARDS: An evaluation resulting from performance which fails to meet the minimum performance standards of the position. The supervisor must contact the Division of Human Resources to initiate a Performance Improvement Plan, which must be completed jointly by the employee and the supervisor.

PERFORMANCE APPPRAISAL FORM

RATERS OVERALL COMMENTS:

SECOND LEVEL SUPERVISORS COMMENTS: (Optional)

EMPLOYEES COMMENTS (Use attachments, if necessary):

EMPLOYEES SIGNATURE: _____________________________________________ DATE: _____________________ Signature does not imply concurrence with raters appraisal, only that appraisal was administered. PLEASE PRINT RATERS NAME: _______________________________________________________ RATERS SIGNATURE: __________________________________________________ DATE: _____________________ PLEASE PRINT SECOND-LEVEL SUPERVISORS NAME: ______________________________________________________________ SECOND-LEVEL SUPERVISORS SIGNATURE: ____________________________ DATE: _____________________ EMPLOYEES REFUSAL TO SIGN: I certify that this performance appraisal was discussed with the employee who refused to sign it. RATERS CERTIFICATION: ______________________________________________ DATE: ____________________

A performance appraisal (PA), performance review, performance evaluation, (career) development discussion, or employee appraisal is a method by which the job performance of an employee is evaluated. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations. A performance appraisal is a systematic and periodic process that assesses an individual employees job performance and productivity in relation to certain pre-established criteria and organizational objectives. Other aspects of individual employees are considered as well, such as organizational citizenship behavior, accomplishments, potential for future improvement, strengths and weaknesses, etc. To collect PA data, there are three main methods: objective production, personnel, and judgmental evaluation. Judgmental evaluations are the most commonly used with a large variety of evaluation methods. A PA is typically conducted annually. The interview could function as providing feedback to employees, counseling and developing employees, and conveying and discussing compensation, job status, or disciplinary decisions. PA is often included in performance management systems. Performance management systems are employed to manage and align" all of an organization's resources in order to achieve highest possible performance. How performance is managed in an organization determines to a large extent the success or failure of the organization. Therefore, improving PA for everyone should be among the highest priorities of contemporary organizations Potential benefits There are a number of potential benefits of organizational performance management conducting formal performance appraisals (PAs). There has been a general consensus in the belief that PAs lead to positive implications of organizations. Furthermore, PAs can benefit an organizations effectiveness. One way is PAs can often lead to giving individual workers feedback about their job performance. From this may spawn several potential benefits such as the individual workers becoming more productive. Other potential benefits include:

Facilitation of communication: communication in organizations is considered an essential function of worker motivation. It has been proposed that feedback from PAs aid in minimizing employees perceptions of uncertainty. Fundamentally, feedback and management-employee communication can serve as a guide in job performance. Enhancement of employee focus through promoting trust: behaviors, thoughts, and/or issues may distract employees from their work, and trust issues may be among these distracting factors. Such factors that consume psychological energy can lower job performance and cause workers to lose sight of organizational goals. Properly constructed and utilized PAs have the ability to lower distracting factors and encourage trust within the organization. Goal setting and desired performance reinforcement: organizations find it efficient to match individual workers goals and performance with organizational goals. PAs provide room for discussion in the collaboration of these individual and organizational goals. Collaboration can also be advantageous by resulting in employee acceptance and satisfaction of appraisal results. Performance improvement: well-constructed PAs can be valuable tools for communication with employees as pertaining to how their job performance stands with organizational expectations. At the organizational level, numerous studies have reported positive relationships between human resource management (HRM) practices" and performance improvement at both the individual and organizational levels. Determination of training needs: Employee training and development are crucial components in helping an organization achieve strategic initiatives. It has been argued that for PAs to truly be effective, post-appraisal opportunities for training and development in problem areas, as determined by the appraisal, must be offered. PAs can especially be instrumental for identifying training needs of new employees. Finally, PAs can help in the establishment and supervision of employees career goals.